HomeMy WebLinkAbout03-22-10 TC Agenda PacketThe Regular Meeting of the Town of Westlake Town Council will begin immediately following the conclusion
of the Town Council Workshop but not prior to the 7:00 p.m. posted start time.
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Mission Statement
TOWN OF WESTLAKE, TEXAS
On behalf of the citizens, the mission of the Town of Westlake is to be a one-of-a-kind community
that blends our rural atmosphere with our rich culture and urban location.
Westlake, Texas – A Premier Knowledge Based Community
TOWN COUNCIL MEETING
AGENDA
March 22, 2010
WESTLAKE TOWN HALL
3 VILLAGE CIRCLE, 2ND FLOOR
COUNCIL CHAMBERS / MUNICIPAL COURT ROOM
Workshop Session 4:30 p.m.
Regular Session 7:00 p.m.
Workshop Session
1. CALL TO ORDER
2. DISCUSS AND REVIEW OF CONSENT AGENDA ITEMS FROM MARCH 22, 2010,
COUNCIL REGULAR MEETING AGENDA.
3. EXECUTIVE SESSION
Page 2 of 4
The Council will conduct a closed session pursuant to Texas Government Code,
annotated, Chapter 551, Subchapter D for the following:
a. Sec. 551.074(a)(1) PERSONNEL MATTERS - to deliberate the appointment,
employment, evaluation, reassignment, duties, of a public officer or employee:
Town Manager
4. RECONVENE MEETING
5. PRESENTATION OF UPDATES AND DISCUSSION OF THE STATUS OF THE
TOWN STRATEGIC PLAN.
6. ADJOURNMENT
Regular Session
1.
2.
CALL TO ORDER
PLEDGE OF ALLEGIANCE
3. CITIZEN PRESENTATIONS AND RECOGNITIONS: This is an opportunity for
citizens to address the Council on any matter whether or not it is posted on the agenda.
The Council cannot by law take action nor have any discussion or deliberations on any
presentation made to the Council at this time concerning an item not listed on the
agenda. The Council will receive the information, ask staff to review the matter, or an
item may be noticed on a future agenda for deliberation or action.
Presentation from Robert Early President and CEO of JPS Health Systems.
Presentation of Government Finance Officers Association’s “Certificate of
Achievement for Excellence in Financial Reporting”.
Proclamation supporting March for Meals Awareness Month in Tarrant County.
Proclamation supporting American Red Cross Month.
4. CONSENT AGENDA: All items listed below are considered routine by the Town Council
and will be enacted with one motion. There will be no separate discussion of items
unless a Council Member or citizen so requests, in which event the item will be removed
from the general order of business and considered in its normal sequence.
a. Consider approval of the Town Council meeting held on February 22, 2010.
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b. Consider approval of Resolution 10-06, authorizing the Town Manager to enter
into a contract with Graham Associates for engineering design services related to
the construction of Stagecoach Hills waterline improvements.
c. Consider approval of Ordinance 634, Reappointing the Presiding Judge and
Alternate Judge for the Westlake Municipal Court.
d. Consider approval of Resolution 10-08, approving changes and additions to
the Town of Westlake Personnel Manual.
5. CONSIDERATION OF RESOLUTION 10-07, ACCEPTANCE OF THE
COMPREHENSIVE ANNUAL FINANCIAL REPORT (CAFR) PRESENTED BY
PATTILLO, BROWN & HILL, L.L.P., CERTIFIED PUBLIC ACCOUNTANTS, FOR
THE FISCAL YEAR ENDED SEPTEMBER 30, 2009.
6. CONSIDERATION OF ORDINANCE 635 AMENDING THE CODE OF ORDINANCE
CHAPTER 30, COURTS, SEC. 30-37, DRIVING SAFETY FEES.
7. FUTURE AGENDA ITEMS: Any Council member may request at a workshop and / or
Council meeting, under “Future Agenda Item Requests”, an agenda item for a future
Council meeting. The Council Member making the request will contact the Town Manager
with the requested item and the Town Manager will list it on the agenda. At the meeting,
the requesting Council Member will explain the item, the need for Council discussion of
the item, the item’s relationship to the Council’s strategic priorities, and the amount of
estimated staff time necessary to prepare for Council discussion. If the requesting
Council Member receives a second, the Town Manager will place the item on the Council
agenda calendar allowing for adequate time for staff preparation on the agenda item.
- None
8. COUNCIL CALENDAR
- TML Region 8 Meeting
March 25, 2010
Town of Trophy Club - 6:00 pm
- Town Council Meeting
April 19, 2010
- Bandana Bonanza
May 1, 2010
- Election Day
May 8, 2010
- New Council orientation
May 12, 2010-
- After election strategic planning retreat to preview the municipal budget
(early input), Town financial forecast, and discuss progress and updates to
the strategic plan
May 24, 2010
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- Presentation of FY 10-11 proposed municipal budget in retreat (note: this is
a Friday and would be from 9:00am-1:00pm)
Aug. 13, 2010
- Westlake Academy Graduation
May 23, 2010
- Decoration Day
May 31, 2010
- Council adoption of FY 10-11 municipal budget
Sept. 27, 2010
9. EXECUTIVE SESSION
The Council will conduct a closed session pursuant to Texas Government Code,
annotated, Chapter 551, Subchapter D for the following:
a. Sec. 551.074(a)(1) PERSONNEL MATTERS - to deliberate the appointment,
employment, evaluation, reassignment, duties, of a public officer or employee:
Town Manager
10. RECONVENE MEETING
11. TAKE ANY NECESSARY ACTION FROM EXECUTIVE SESSION, IF NECESSARY
12. ADJOURNMENT
ANY ITEM ON THIS POSTED AGENDA COULD BE DISCUSSED IN EXECUTIVE
SESSION AS LONG AS IT IS WITHIN ONE OF THE PERMITTED CATEGORIES UNDER
SECTIONS 551.071 THROUGH 551.076 AND SECTION 551.087 OF THE TEXAS
GOVERNMENT CODE.
I certify that the above notice was posted at the Town Hall of the Town of Westlake, 3 Village Circle,
March 18 2010, by 5:00 p.m. under the Open Meetings Act, Chapter 551 of the Texas Government Code.
CERTIFICATION
_____________________________________
Kelly Edwards, TRMC, Town Secretary
If you plan to attend this public meeting and have a disability that requires special needs, please advise
the Town Secretary 48 hours in advance at 817-490-5710 and reasonable accommodations will be made
to assist you.
CONSENT AGENDA: All items listed below are considered routine by the Town
Council and will be enacted with one motion. There will be no separate
discussion of items unless a Council Member or citizen so requests, in which
event the item will be removed from the general order of business and
considered in its normal sequence.
a. Consider approval of the Town Council meeting held on February 22, 2010.
b. Consider approval of Resolution 10-06, authorizing the Town Manager to
enter into a contract with Graham Associates for engineering design services
related to the construction of Stagecoach Hills waterline improvements.
c. Consider approval of Ordinance 634, Reappointing the Presiding Judge and
Alternate Judge for the Westlake Municipal Court.
d. Consider approval of Resolution 10-08, approving changes and additions to
the Town of Westlake Personnel Manual.
Town of Westlake
Item # 2 –
Review of Consent
Agenda Items
EXECUTIVE SESSION
The Council will conduct a closed session pursuant to Texas Government Code,
annotated, Chapter 551, Subchapter D for the following:
a. Sec. 551.074(a)(1) PERSONNEL MATTERS - to deliberate the appointment,
employment, evaluation, reassignment, duties, of a public officer or employee:
Town Manager
Town of Westlake
Item # 3 –
Executive Session
Town of Westlake
Item # 4 – Reconvene
Meeting
1
Memo
Town of Westlake
To: Honorable Mayor and Members of the Town Council
From: Tom Brymer, Town Manager
Subject: Workshop Meeting of March 22, 2010
Date: March 17, 2010
Presentation of Updates and Discussion of the Status of the Town Strategic Plan.
ITEM
This item supports the following Vision Point and Key Result Areas:
VISION POINT AND KEY RESULT AREAS
Inviting Residential & Corporate neighborhoods
o On-going comprehensive planning
o Sensitivity to neighborhood integrity
o Outstanding community appearance
o Highest quality development and aesthetic standards
o Open space preservation
We are Leaders
o Premier educational facilities and programs
o Producing well educated future leaders and thinkers
o Business partnerships with Westlake Academy
o Environmental stewardship initiatives
o High quality services delivery coupled with financial stewardship
o Infrastructure maintenance and planning
Hospitality Finds its Home in Westlake
o Citizen engagement and communication
o Historic Preservation
o Tourism development
This workshop discussion is a continuation of the Council’s January 25
BACKGROUND th and February
22nd
workshops where update and discussion of the Town’s strategic plan was
undertaken.
In June 2008, the Town Council and staff began work on formulating a community
vision, value statements, as well as a mission statement on which to build a strategic plan
for Westlake. The purpose of this workshop agenda item is to provide the Council an
update and an opportunity to discuss the status of the various outcome strategies to this
strategic plan. Below is a recap of Town Council meetings to date directed towards
formulating the vision, values, and mission as well as developing and adopting this
strategic plan:
• June 27-28, 2008. Two day off-site Council/Leadership Team strategic planning
retreat focused on developing the Town’s vision, values, and mission statements.
2
• July 14, 2008. Council workshop held to follow-up from the strategic planning
retreat. Council gave their consensus to use a format of dividing the vision
statement into 3 vision points and create “key result areas” for each of those
vision points.
• February 23, 2009. Council workshop held where a draft municipal strategic
plan was presented. Council consensus was to wait on the results of the
DirectionFinders citizens’ survey results before moving forward with the strategic
plan.
• June 22, 2009. At this Council mini-retreat, the DirectionFinders results were
presented as well as the draft strategic plan containing Council revisions from the
February 23, 2009 workshop. Council made further revisions to the draft strategic
plan at this mini-retreat.
• July 13, 2009. Strategic Plan adopted by the Town Council at this regular
meeting.
FUNDING
: N/A at this time.
RECOMMENDATION
Staff recommends that the Town Council hear and discuss updates provided by staff on
the various outcome strategies contained in this Strategic Plan.
:
ATTACHMENTS
• Adopted Town of Westlake Strategic Plan.
:
Westlake is a one-of-a-kind community — an
oasis with rolling hills, grazing longhorns, and
soaring red-tailed hawks, located in the heart
of the Fort Worth-Dallas metropolitan area.
Inviting neighborhoods and architecturally
vibrant corporate campuses find harmony
among our meandering roads and trails, lined
with native oaks and stone walls.
We are leaders. In education, we are known
for our innovative partnerships between the
Town-owned Charter school and its corporate
neighbors. We are environmental stewards —
exemplifying the highest standards.
Hospitality finds its home in Westlake. As a
community, we are fully involved and invested
in our rich heritage, vibrant present and
exciting, sustainable future.
Vision Statement
Mission Statement
“On behalf of the citizens, the mission of the Town of Westlake is to
be a one-of-a-kind community that blends our rural atmosphere
with our rich culture and urban location.”
3 Village Circle, Suite 202, Westlake, Texas 76262
www.westlake-tx.org (817) 430-0941
Strategic Plan
2009 Town of Westlake
“Westlake, a premier knowledge based community”
Vaquero Estates
Community Values
Innovation
A strong knowledge/education
base
Being friendly and welcoming
Family focus
Engaged citizens
A unique rural setting
emphasizing preservation of
our natural beauty
Aesthetic appeal and high
development standards
Table of Contents
History and Demographics 2
Key Result Area Summary and
Timelines
3
Community Strengths and
Challenges
4
Vision Point One 5
Vision Point Two 6
Vision Point Three 7
Outcome Strategies and
Objectives
8
Approximately 700 residents currently occupy the Town of Westlake’s 6.6 square miles,
which is situated in the northern triangle of the Fort Worth—Dallas area.
Originally settled in 1847, Westlake was incorporated in 1956. Today, the Town of
Westlake is home to several neighborhoods, all of which share a commitment to
excellence, but possess unique character and charm. All residents live in single-family
homes and there is an award winning private golf course in Town.
The median age in Westlake is 47, and 51% of the residents are female. Some of the
community’s top employers are: Fidelity Investments, Chrysler Financial, and First
American Real Estate Information Services, Inc. Several companies have offices in
Solana, a high-profile corporate campus near State Highway 114. Solana’s Village
Circle also provides a mix of retail spaces and restaurants, plus offers the 296-room
Marriott Solana hotel.
The sales tax rate in Westlake is 8.25%. Of the money collected, 6.25% is paid to the state
of Texas, 1% to the Town, and the remaining 1% to a local property tax relief fund and
an economic development fund.
Fidelity Investments North Texas Campus
Solana Corporate Campus
Chrysler Financial—Westlake Campus
First American Campus
Deloitte University Campus (in-design)
Marriott / Solana Hotel
History and Demographics
Major & Planned Developments
Solana Office Complex
Top Employers
Fidelity Investments
Chrysler Financial
First American Real Estate Information Services, Inc.
Wells Fargo Bank
McKesson Corporation
“Westlake, a
premier
knowledge
based
community”
Page 2 Town of Westlake
During the strategic planning process, the Town Council and staff Leadership Team
developed an overview of the major work related objectives and mission for the Town
of Westlake. The vision and mission statements were drafted to reflect the unique
characteristics found within our community and the values which are important to our
residents.
The information is contained within three vision points which describe the areas that
the Council has determined are vital to maintaining our Town and providing services
to enhance the quality of life of our residents.
Vision Point One—Inviting Residential and Corporate Neighborhoods
Vision Point Two—We are Leaders
Vision Point Three—Hospitality Finds Its Home in Westlake
Strategic Plan’s Organization and Timelines
The vision points are then divided into key Result Areas (KRA’s) and outcome
measures which serve to focus the efforts of the staff on achieving the desired results
of the Council.
These range from issues such as maintaining neighborhood integrity through
infrastructure maintenance and development standards to promoting historic
preservation and citizen involvement.
Within each outcome measure, the staff has identified key objectives and a timeline in
which to complete tasks and reach our goals. The timelines are either assigned short,
mid, or long-range goals, while some are considered to be on-going and necessary on a
reoccurring basis.
Short-Range Goals = 1—2 years
Mid-Range Goals = 3—5 years
Long-Range Goals = 5 or more years
On-going Goals
The outcome measures are also assigned a Team Leader or Co-Leader who is
responsible for working with a staff team to complete or work toward achieving the
tasks in each Key Result Area.
Page 3 Town of Westlake
“Vision without
action is a dream.
Action without
vision is simply
passing the time.
Action with vision
is making a
positive difference.”
- Joel Barker
The Westlake Mayor and Town Council are united in their view that the community enjoys
many strengths. Westlake has no current ad valorem tax, however, this requires the Town to
assess and evaluate alternative sources of revenue to maintain financial stability. The
history of responsible planning and zoning, along with a growing corporate campus base is
viewed as a benefit to the community.
The Mayor, Council and staff continue to anticipate, identify and prepare for external
conditions or activities, which would detract from the success and unique development of
the Town. Special attention is given to practicing fiscal conservatism while delivering the
highest quality of services to our residents.
Future questions on such issues as the consideration of oil and gas drilling standards within
the Town, creating a retail base, revenue opportunities, efficient service delivery, public
safety concerns and the development of Westlake Academy will be important to Westlake
elected officials, residents, the business community and staff.
Community Strengths and Challenges
Future Milestones and Events
Groundbreaking of Deloitte University
Completion of the Sam and Margaret Lee Arts and Sciences Center
Page 4 Town of Westlake
Strengths
Fully integrated community duct bank
Access to top quality of life amenities
Development of quality corporate campuses and partnerships
Promotion of the Town as an event and conference location
Opportunities and Challenges
Further development of a diversified revenue sources for the Town
Enlarged Westlake Academy campus with track, soccer, and baseball fields
Expanded park system
Attraction of retail development
Development of extensive interconnected trail system with surrounding municipalities
Potential SH 114 connectivity to SH I-35
Expansion of eco-friendly / green initiatives within the Town
Further urban sprawl from surrounding communities
Review of maintenance needs of infrastructure and funding for major repairs
Need to identify location of secondary water source and develop existing water supplies
The Town is home to several communities; residential, corporate and agricultural uses.
Our largest residential development is home to a state of the art golf facility and many
beautiful homes. Stagecoach Hills is located along the historic stagecoach line which
transported passengers from Keller to Denton. Westlake neighborhoods include:
Aspen Lane ● Glenwyck Farms ● Mahotea Boone ● Paigebrooke Farms
Stagecoach Hills ● Terra Bella ● Vaquero ● Wyck Hill
The Town is located along the Tarrant and Denton County borders and has portions of
major State highways that surround our perimeter. We are an ideal location for
businesses and have enjoyed a long history with our corporate campus developments.
Highest Quality Development
and Aesthetic Standards
Short-Range Goals
Deloitte Groundbreaking
Update Codes/Amendments
Fidelity Phase II Completion
Finalize Oil and Gas Related
Ordinances
Mid-Range Goals
Attraction of Retail
Development
Open Space Preservation
Short-Range Goals
Open Space Land Acquisition
Park Space Expansion
VISION POINT ONE—INVITING RESIDENTIAL AND CORPORATE NEIGHBORHOODS
Entrance to Glenwyck Farms
Fidelity Investments Construction Project
Sensitivity to Neighborhood
Integrity
Short-Range Goals
Landscaped Entrances
Mid-Range Goals
Connected Trail System
Long-Range Goals
Town-wide Completed Trail
System
Outstanding Community
Appearance
Short-Range Goals
Streetscape Projects
Key Result Areas Supporting the Vision Point
On-going comprehensive
planning
Short-Range Goals
Update Master Plans:
Comprehensive Use, Open
Space /Trails, Land Use
Mid-Range Goals
Precinct Line Rd.
Construction
Develop Master Plan as
Community Focal Point
Page 5 2009
Strategic Plan Summary
Town leaders foresaw the need for a facility to educate the children of Westlake in a
local setting and to provide the citizens with a civic campus.
In 2003, the Town raised funds to build Westlake Academy, the only open-enrollment
charter school owned and operated by a municipality in the State. The Academy offers
the rigorous International Baccalaureate curriculum and all residents are eligible to
enroll their children.
The elected Town Council also serves as the Board of Trustees for the Academy. The
unique arrangement serves to strengthen the working relationship between the
Academy and the Town.
Westlake is also one of a handful of towns in Texas that does not levy a property tax.
Instead, revenue from sales taxes, user fees, and franchise fees fund Town services.
High Quality Services Delivery
Coupled with Financial
Stewardship
Short-Range Goals
Review of growth related
policies: ”Growth pays for
Growth”
Public Safety Service Delivery
and Funding Review
Environmental Stewardship
Initiatives
Short-Range Goals
Create Westlake Green Team
Automated Recycling
Program
Plan for Environmental
Improvements and Water
Conservation Strategies
Infrastructure Maintenance and
Planning
Short-Range Goals
Town Facility Master Plan
Develop Capital Improvement
Plans
Drainage Utility and Storm
Water Planning
Long-Range Goals
Regional Rail System
VISION POINT TWO—WE ARE LEADERS
Entrance to Westlake Academy
Producing Well Educated Future
Leaders and Thinkers
Short-Range Goals
Academy Students in
Internships at Corporate
Campuses
Academy and Deloitte
University Mentoring
Programs
Key Result Areas Supporting the Vision Point
Premier Educational Facilities
and Programs
Short-Range Goals
Opening of Arts and Sciences
Center
Westlake Academy
Page 6 Town of Westlake
Strategic Plan Summary
In an effort to foster citizen engagement, enhance our neighborhoods and increase partici-
pation in the community, many of the residents serve on various advisory boards that are
committed to furthering the mission of the Town and ensuring Westlake is truly a unique
community.
The Westlake Historical Preservation Society was created to identify, preserve, and
perpetuate the history of the Town of Westlake and the Cross Timbers region.
The Town is committed to protecting and improving the quality of life of Westlake residents,
businesses and students by encouraging, inspiring, educating and entertaining artistic and
creative endeavors. The Public Art Society of Westlake provides a wide range of professional
and artistic presentations to foster the arts in the community.
Westlake is also a member of Tree City USA . The Town must meet strict standards to ensure
there are viable tree management plans and programs in place to help support growth and
forestry.
Arts and Culture
Short-Range Goals
Implement Westlake Speaker
Series to Feature Community
Leaders
VISION POINT THREE—HOSPITALITY FINDS ITS HOME IN WESTLAKE
WA Campus Fountain
Historic Preservation
Short-Range Goals
Integrate Mission of the
Historical Preservation
Society into Community
Events
Tourism Development
Short-Range Goals
Host Regional Events
Development to Include
Additional Hotels and
Restaurants
Key Result Areas Supporting the Vision Point
Citizen Engagement and
Communication
Short-Range Goals
Improve Web Site User
Friendliness
Develop Communication Plan
Review E-government
Usage for Service Delivery
Conduct Regular
Neighborhood Meetings
Page 7 2009
Strategic Plan Summary
Outcome Strategies:
1. Update master plans to guide development and provide a framework for future projects;
promote the Master Plan as a community focal point — Short & Mid-Range Goals.
Team Co-Leaders: Tom Brymer / Eddie Edwards
Objective 1.1: Develop RFP for master plan review.
Estimated Completion Date: Spring, 2010
Objective 1.2: Work with consultant to draft the master plans — form community/staff
task force.
Estimated Completion Date: Winter, 2010
Key Result Areas and Outcome Strategies
Glenwyck Park
Vaquero
2. Precinct Line Road construction — Mid-Range Goal.
Team Leader: Jarrod Greenwood
Objective 2.1: Facilitate stakeholder meetings to communicate project status and
engage community members.
Estimated Completion Date: Fall, 2009
Objective 2.2: Finalize construction plans with TxDOT; TxDOT bid placement.
Estimated Completion Date: Summer, 2010
Objective 2.3: TxDOT commences construction.
Estimated Completion Date: Winter 2010
Page 8 2009
ON-GOING COMPREHENSIVE PLANNING — Ensure the master plans are continually
updated and reviewed to enhance the development of the Town.
Outcome Measure: All master plan documents are not more than 5 years old.
Vision Point One—Inviting Residential and Corporate Neighborhoods
“We are limited,
not by our abilities,
but by our own
vision.”
- Anonymous
SENSITIVITY TO NEIGHBORHOOD INTEGRITY — Maintain the high standards of
neighborhood planning and residential construction to foster the Town’s unique character and rural
atmosphere.
Outcome Measure: Utilize the 2009 Direction Finder survey to establish a benchmark measure for
neighborhood integrity.
Outcome Strategies:
1. Promote and develop landscaped entrances to neighborhoods — Mid-Range Goal.
Team Leader: Troy Meyer
Objective 1.1: Review and update ordinances and Unified Development Code for all
landscaping requirements which would include, but not limited to:
irrigation systems, plans, trees, xeriscape concepts, water features,
lighting, gates, and signs.
Estimated Completion Date: Spring, 2010
Entrance to Stagecoach Hills
Objective 1.2: Develop and implement a process to educate developers, homeowners
associations, and staff on new requirements.
Estimated Completion Date: Summer, 2011
2. Review and update the current trail system plan and develop interconnectivity options
with surrounding municipalities — Mid and Long-Range Goals.
Team Leader: Troy Meyer
Objective 2.1: Partner with Keller, Trophy Club, Southlake and Roanoke on best location
for connecting local and regional trail systems.
Estimated Completion Date: Winter, 2010
Objective 2.2: Develop standards for park benches, water features, picnic tables, signs,
and pet stations.
Estimated Completion Date: Winter, 2010
Objective 2.3: Identify changes to the open space plan created March of 1999 and
present to the Town Council for approval.
Estimated Completion Date: Spring, 2011
Arbor Days Hot Air Balloon
Page 9 Town of Westlake
OUTSTANDING COMMUNITY APPEARANCE — Enhance the appearance of the Town with
public art displays and high-quality, environmentally responsible landscaping projects.
Outcome Measure: Utilize the 2009 Direction Finder survey to establish a benchmark measure for
community appearance.
Sensitivity to Neighborhood Integrity (cont.)
Outcome Strategies:
1. Streetscape projects to enhance community appearance — Short-Range Goal.
Team Leader: Jarrod Greenwood
Objective 1.1: Work with consultants, TxDOT, and community stakeholders to develop
streetscape concept that will incorporate existing themes and
characteristics within Westlake.
Estimated Completion Date: Fall, 2009
Objective 1.2: Work with Public Art Committee to enhance the FM 1938 corridor by
developing a streetscape plan that includes areas dedicated for public art.
Estimated Completion Date: Fall, 2010
Outcome Strategies:
1. Support our newest corporate partners, Deloitte and Fidelity, with Deloitte University and
the completion of Fidelity Phase II — On-going Goal.
Team Leader: Ginger Awtry
Objective 1.1: Facilitate communication between the stakeholders — PR/marketing
team, Town Council, staff, citizens and businesses — to aid and promote the
groundbreaking and opening activities.
Estimated Completion Date: On-going
Objective 1.2: Coordinate and assist with press releases, special required permitting,
community traffic flow, security needs, local dignitary contacts, and any
other municipal areas in which assistance is warranted.
Estimated Completion Date: On-going
2. Revise and update all codes and related amendments — Short-Range Goal.
Team Leader: Eddie Edwards
Objective 2.1: Revise plan review checklists to reflect the new codes, policies, and
procedures; Update
Estimated Completion Date: Summer, 2009
Objective 2.2: Update Town of Westlake internet site to reflect the new code adoptions.
Estimated Completion Date: Summer, 2009
Objective 2.3: Update contractor handouts reflecting new codes, revised policies, and
procedures.
Estimated Completion Date: Spring, 2010
3. Finalize oil and gas drilling related ordinances — Short-Range Goal.
Team Leader: Eddie Edwards
Objective 3.1: Develop applications, forms, policies, and procedures related to issuing
permits and administering the adopted codes.
Estimated Completion Date: Summer, 2009
Objective 3.2: Amend technical standards provision in Code of Ordinances.
Estimated Completion Date: Summer, 2009
Objective 3.3: Amend zoning ordinance to allow drilling and production in additional
zoning districts.
Estimated Completion Date: Summer, 2009
J. T. Ottinger Road
Terra Bella Entry
Page 10 2009
HIGHEST QUALITY DEVELOPMENT AND AESTHETIC STANDARDS — Ensure standards
are met which maintain the superior appearance and construction of developments.
Outcome Measure: At least one local, regional, or national award/recognition on an annual basis for new
Westlake residential or commercial development.
4. Work to attract nationwide, well known anchor and retail businesses — Mid-Range
and On-going Goals.
Team Co-Leaders: Tom Brymer / Eddie Edwards
Objective 4.1: Explore viable economic development tools to attract retail
development, specifically in the western area of Westlake, which would
be beneficial to the Town and potential business partnerships.
Estimated Completion Date: Winter, 2010
Objective 4.2: Research the use of special districts and other incentives that would
allow the Town to be proactive in our effort to attract retail uses.
Estimated Completion Date: Winter, 2010 and On-going
Marriott / Solana Hotel
Cielo Restaurant
Page 11 Town of Westlake
Highest Quality Development and Aesthetic Standards (cont.)
OPEN SPACE PRESERVATION — Maintain the rural atmosphere, spacious residential lots,
park facilities and open areas within the master planned community development.
Outcome Measure: Utilize comprehensive plan to develop a recommendation or feasible ratio of open
space to land development.
Outcome Strategies:
1. Open space land management and park system expansion — Mid-Range Goal.
Team Leader: Troy Meyer
Objective 1.1: Define the “Open Space Land Management” concept to develop
practices and policies to protect our natural resources.
Estimated Completion Date: Winter, 2009
Objective 1.2: Review current land management plans; “inventory” available open
space/potentials sites located in the flood plains/wet lands.
Estimated Completion Date: Winter, 2009
Objective 1.3: Develop long range plans to maintain resources including ordinances
and additional requirements to site plans/SUP submittals mandating
open space requirements as developments proceed through the Town.
Estimated Completion Date: Summer, 2010
Objective 1.4: Analyze the open space in relation to comprehensive trail system and
amend trail space to integrate cohesive planning.
Estimated Completion Date: Fall, 2010
Objective 1.5: Work with Planning Department to ensure public open spaces are
included in development proposals.
Estimated Completion Date: On-going
Objective 1.6: Hire consultant for revised trail master plan, to include, overview of
system components, cemetery design elements
Estimated Completion Date: Fall, 2010
Objective 1.7: Examine the establishment of a parks master plan.
Estimated Completion Date: Fall, 2010
Vaquero
“Westlake has been
a lot of things, but it
has never been
ordinary.”
Fort Worth
Star Telegram
Vaquero
Page 12 Town of Westlake
Outcome Strategies:
1. Complete the Sam and Margaret Lee Arts and Sciences Center — Short-Range Goal.
Team Leader: Troy Meyer
Objective 1.1: Pouring of concrete foundation.
Estimated Completion Date: Spring, 2009
Objective 1.2: Continual supervision and interaction with contractors and suppliers to
facilitate contract completion for construction related matters.
Estimated Completion Date: Fall, 2009
Objective 1.3: Opening of Arts and Sciences Center.
Estimated Completion Date: Fall, 2009
Objective 2.2: Meet with Head of Sections to develop a plan and determine what grade
levels would be applicable.
Estimated Completion Date: Fall, 2009
Objective 2.3: Based on meeting outcome ,scheduling limitations and student availability,
conduct a meeting with staff to identify field trip dates and assist the
respective Department Head with scheduling, if necessary.
Estimated Completion Date: Winter, 2009
1. Create partnerships between municipal and Academy staff to utilize local government
resources to enhance student learning and achievement – Short-Term and On-going
Goals.
Team Leader: Debbie Piper
A. Field Trips
Objective 2.1: Discuss with the Leadership Team any field trip opportunities that will be
of interest to the students and introduce them to the responsibilities of
local government services.
Estimated Completion Date: Fall, 2009
PREMIER EDUCATIONAL FACILITIES AND PROGRAMS — Develop high quality educa-
tional facilities and learning opportunities for the students of Westlake Academy.
Outcome Measure: Completion of Arts & Sciences Center.
PRODUCING WELL EDUCATED FUTURE LEADERS AND THINKERS — Support the
Academy staff in their efforts to educate the students.
Outcome Measure: Development of program processes and objectives; creation of 2 intern positions
and placement of students within 2 years.
Vision Point Two — We Are Leaders
Beginning Phase of A&S Site Preparation
Westlake Academy and Student Body
Page 13 2009
Producing Well Educated Future Leaders and Thinkers (cont.)
B. Internships and Mentoring
Objective 2.4: Meet with staff to determine level of interest and assistance the interns
will be able to provide and formulate rotation to allow students the
experience of working in all aspects of local government.
Estimated Completion Date: Fall, 2009
Objective 2.5: Coordinate placement opportunities with local businesses and prepare
evaluation forms and feedback process for both students and employers.
Estimated Completion Date: Spring, 2010
Objective 2.6: Select interns and prepare a schedule with Town and Academy staff.
Estimated Completion Date: Spring, 2010
ENVIRONMENTAL STEWARDSHIP INITIATIVES—Develop and implement comprehensive ‘green’ programs for the
residents, corporations, and the Academy.
Outcome Measure: Implementation of approved environmental programs within five years.
Outcome Strategies:
1. Develop a comprehensive automated recycling and composting program to identify new technology which may be
utilized in our environmental stewardship — Short-Range and On-going Goals.
Team Co-Leaders: Jarrod Greenwood / Troy Meyer
Objective 1.1: Conduct Council workshop presentation to identify environmental stewardship initiatives and
prioritize tasks within the program — to include, geo-thermal and bio-diesel options and e-waste
recycling opportunities
Estimated Completion Date: Spring, 2010
A. Formation of Westlake Green Team
Objective 1.2: Establish the Westlake Green Team to address issues with recycling/composting. Will include
Town Council, staff, student representatives, corporate residents and waste management provider.
Estimated Completion Date: Spring, 2010
Objective 1.3: Coordinate activities of Team with NCTCOG, especially its Green Cities Committee.
B. Recycling Program
Objective 1.4: Survey surrounding recycling and composting programs and available
services to develop a comprehensive program.
Estimated Completion Date: Winter, 2009
Objective 1.5: Implement recycling program at all Town facilities.
Estimated Completion Date: Summer, 2009
Objective 1.6: Provide hazardous material disposal for citizens.
Estimated Completion Date: On-going
Page 14 Town of Westlake
C. Water Conservation Efforts
Objective 1.7: Develop water conservation messages for landscaping and the use of
xeriscaping in neighborhoods and common areas. Develop plant listing
for landscape ordinance. Integrate input from resident master
gardeners to enhance conservation and landscaping recommendations.
Estimated Completion Date: Spring, 2010
Objective 1.8: Assist Academy with water conservation, protection, and production
education by speaking to students and arranging field trips to water and
wastewater treatment facilities.
Estimated Completion Date: On-going
Objective 1.9: Provide water conservation information to customers through the
website, mailings, news letters, and Academy publications.
Estimated Completion Date: On-going
Environmental Stewardship Initiatives (cont.)
HIGH QUALITY SERVICES DELIVERY COUPLED WITH FINANCIAL STEWARDSHIP
Research available revenue resources to offset the cost of providing services; continue to provide
outstanding government administrative support services while working within the municipal budget.
Outcome Measure: Implementation of at least one new demand driven revenue source per year, over
the next five years.
Outcome Strategies:
1. Establish a strategy for achieving long-term financial sustainability for the Town
government, including Westlake Academy — Mid-Range Goal.
Team Leader: Tom Brymer
Objective 1.1: Review 2009 Direction Finders results with Council.
Estimated Completion Date: Summer, 2009
Objective 1.2: Review 2009 Westlake Academy Parent Survey with Council.
Estimated Completion Date: Summer, 2009
Objective 1.3: Review Town Capital Improvement Plan, municipal 5-year financial
forecast, and Academy financial forecast during proposed 09/10 budget
deliberations.
Estimated Completion Date: Summer, 2009
Objective 1.4: Research and compile report regarding municipally owned and operated
charter schools and their organizational structure.
Estimated Completion Date: Fall, 2009
Objective 1.5: Council to review long-range financial forecast, Academy cost structure
components, staff to identify options and strategies to address financial
issues and their timing.
Estimated Completion Date: Spring, 2010
Westlake DPS Engine
Page 15 2009
High Quality Services Delivery Coupled with Financial Stewardship (cont.)
Objective 1.6: Council to prioritize service options and provide staff direction on future
budgeting and resource allocation.
Estimated Completion Date: Spring, 2010
2. Review and discuss growth related policies — Short-Range Goals.
Team Co-Leaders: Tom Brymer / Todd Wood / Debbie Piper
A. Council discussion of ”Growth pays for growth” approach to financial stewardship and
policy making.
B. Impact Fees
Objective 2.4: Discuss and receive Council direction on impact fee feasibility study.
Estimated Completion Date: Spring, 2010
Objective 2.5: Prepare proposal of utility impact fee analysis and feasibility report.
Estimated Completion Date: Fall, 2010
Objective 2.6: Review impact fee recommendations and consider fee adoption.
Estimated Completion Date: Summer, 2011
C. Park Land Dedication and Development Fee
Objective 2.7: Discuss and receive Council direction on park land dedication and development fee implementation.
Estimated Completion Date: Spring, 2010
Objective 2.8: Prepare proposal of park land dedication and development fee analysis and feasibility report.
Estimated Completion Date: Fall, 2010
3. Explore public safety service delivery options and funding — Short-Range Goal.
Team Co-Leaders: Tom Brymer / DPS Lieutenants
Objective 3.1: Research available options to deliver and fund public safety programs.
Estimated Completion Date: Spring, 2010
Objective 3.2: Present options and recommendations to Council.
Estimated Completion Date: Summer, 2010
Westlake DPS Ambulance
Objective 2.1: Identify sources of Town expenditures related to service delivery which are not currently offset by fee
collection. Analyze identified expenditures, from the standpoint of current impact and future expansion to
ensure quality service delivery.
Estimated Completion Date: Fall, 2010
Objective 2.2: Identify actual or potential costs incurred by the Town.
Estimated Completion Date: Fall, 2010
Objective 2.3: Survey other communities to benchmark costs for newly proposed fees and amendments of existing fees.
Estimated Completion Date: Fall, 2010
“Good business
leaders create a
vision, articulate the
vision, passionately
own the vision, and
relentlessly drive it
to completion.“
- Jack Welch
Page 16 Town of Westlake
High Quality Services Delivery Coupled with Financial Stewardship (cont.)
4. Enhance the effectiveness of service delivery via intergovernmental partnerships —
Mid-Range and On-going Goals.
Team Leader: Tom Brymer
Objective 4.1: Council discussion of the use of inter-local agreements as a means to
pursue various types of intergovernmental partnership opportunities with
area municipalities.
Expected Completion Date: Winter, 2009
Objective 4.2: Share a draft of a memorandum of understanding and/or inter-local
agreement with municipalities surrounding Westlake to determine the
interest level of such partnerships.
Estimated Completion Date: Spring, 2010
Objective 4.3: Pursue dialogue and discussion at both the staff and Council level with
cities that have expressed an interest in pursuing identified
opportunities of mutual interest.
Estimated Completion Date: On-going
INFRASTRUCTURE MAINTENANCE AND PLANNING — Identify the maintenance needs of
existing buildings, review the impact of severe weather patterns on our neighborhoods and formulate a
long-term capital improvement plan.
Outcome Measure: Approved capital improvement plan within two years.
Outcome Strategies:
1. Draft facility master plan with Council — Short-Range Goal.
Team Leader: Amanda DeGan
Objective 1.1: Work with the Leadership Team to establish a viable facility planning/CIP
process.
Estimated Completion Date: Winter, 2009
Objective 1.2: Discuss facility master plan (FMP) scope with Council and receive
direction.
Estimated Completion Date: Spring, 2010
Objective 1.3: Draft FMP scope and solicit project proposals; retain outside consultant
to assist staff on FMP.
Estimated Completion Date: Spring, 2011
Objective 1.4: Select priorities from FMP and convert into a rolling 5—10 year capital
improvement plan.
Estimated Completion Date: Summer, 2011
Page 17 2009
2. Review the drainage and storm water plans needed to minimize the impact of severe
weather on our neighborhoods — Short-Range Goal.
Team Leader: Jarrod Greenwood
Objective 2.1: Complete Stagecoach Hills subdivision draining improvement project.
Estimated Completion Date: May, 2009
3. Storm Water Utility review — Short Range Goal.
Team Leader: Jarrod Greenwood
Infrastructure Maintenance and Planning (cont.)
Objective 3.1: Discuss storm water utility (SWU) fee with Council as to feasibility and receive direction.
Estimated Completion Date: Summer, 2010
Objective 3.2: Draft SWU feasibility analysis scope; retain outside consultant to assist staff.
Estimated Completion Date: Spring, 2011
Objective 3.3: Receive SWU report and present recommendations to Council.
Estimated Completion Date: Summer, 2011
Objective 3.4: Implement SWU fee.
Estimated Completion Date: Fall, 2011
4. Work with transportation representatives to include Westlake in regional rail system — Short-Range and On-going Goals.
Team Leader: Kim Sutter
Objective 4.1: Compile a list of resources for information on a regional rail system.
Estimated Completion Date: Summer, 2009
Objective 4.2: Monitor progress of plans for and implementation of a regional rail system through legislation, NCTCOG,
NE Leadership Forum, etc.
Estimated Completion Date: On-going
Objective 4.3: Survey community interest/seek input from corporate neighbors and
residents for a rail system.
Estimated Completion Date: Fall, 2009
Objective 4.4: Consider Town Council resolution approval in support of rail system.
Estimated Completion Date: Winter, 2009
Objective 4.5: Communicate information and progress of system to corporate neighbors
and residents.
Estimated Completion Date: Spring, 2010 and On-going
Spring Flowers
Westlake Academy
Page 18 Town of Westlake
Vision Point Three — Hospitality Finds Its Home in Westlake
CITIZEN ENGAGEMENT AND COMMUNICATION — Design a comprehensive plan to
communicate with residents, Academy families, corporate partners, and other community stakeholders.
Outcome Measure: Utilize the 2009 Direction Finder survey to establish a benchmark for resident satis-
faction in communication and engagement efforts.
Outcome Strategies:
1. Develop overall communication plan for the residents and businesses — Short-Range
and On-going Goals.
Team Leader: Kim Sutter
Objective 1.1: Coordinate with PR firm to develop a communications plan for the Town
and Academy.
Estimated Completion Date: Summer, 2009
Objective 1.2: Establish and conduct regular PR/marketing team meetings, to include,
selected business community members, to implement the
communication plan and gauge the success of the activities.
Estimated Completion Date: On-going
Objective 1.3: Establish regular monthly meeting dates and times with PR firm to
discuss promotion of the Town and Academy.
Estimated Completion Date: On-going
2. Use of technology to enhance service delivery and citizen engagement. — Short-Range and
On-going Goals.
Team Leader: Todd Wood
A. Web-site re-design
Objective 2.1: Increase user-friendly accessibility and information dissemination
Estimated Completion Date: Summer, 2009
Objective 2.2: Collectively review the website for updates; assess the relevance of
content and remove the obsolete information.
Estimated Completion Date: On-going
B. Review the use of e–government
Objective 2.3: Staff to conduct feasibility study and applications for integrated
e-government services for customers.
Estimated Completion Date: Fall, 2009
Objective 2.4: Present study to Council in workshop.
Estimated Completion Date: Winter, 2009
Objective 2.5: Implement Council directed e-government program.
Estimated Completion Date: Summer, 2010
Page 19 Town of Westlake
Outcome Strategies:
1. Integrate the mission of the Westlake Historical Preservation Society (WHPS) into
community events — Short-Range and On-going Goals.
Team Leader: Ginger Awtry
Objective 1.1: Meet with WHPS president to review mission and strategic plan of both
the Society and the Town/Academy plan to ensure continuity.
Estimated Completion Date: Winter, 2009
Objective 1.2: Coordinate and foster communication with community groups and
Westlake Academy liaison to ensure our local events promote historical
preservation and the Society’s visibility; coordinate the event calendars
of the groups.
Estimated Completion Date: On-going
Objective 1.3: Assist in communication between the WHPS and other groups,
specifically the Public Arts Society, to promote historical preservation and
visibility along trail pathways, entry points, parks and civic campus, etc.
Estimated Completion Date: On-going
Objective 1.4: Continue to provide assistance in the hosting of Decoration Day; assist
the PR firm in marketing the event to residents and the general public.
Estimated Completion Date: On-going
HISTORIC PRESERVATION — Record the events, individuals, or groups associated with the
Town of who had an impact on the region to provide an accurate portrayal of the history of Westlake.
Outcome Measure: Host two events on an annual basis to increase awareness of the Town’s history.
Decoration Day Flags
TOURISM DEVELOPMENT — Promote the Town as an ideal location for hosting conferences
and large meeting events and market the Town’s hotel and restaurants as an additional component of
regional attractions.
Outcome Measure: Increase in occupancy and group meeting rate bookings at the Marriott/Solana
Hotel within two years.
Outcome Strategies:
1. Host regional events to attract individuals to our restaurants, hotel and businesses —
Short-Range and On-going Goals.
Team Leader: Ginger Awtry
Objective 1.1 Facilitate and partner in communications with ARTSNET and our
corporate resident, Maguire Partners, to promote our Masterworks
Concert Series in an effort to provide local entertainment and attract
individuals from neighboring communities.
Estimated Completion Date: On-going
Wyck Hill
“Vision is the art
of seeing what is
invisible to others.”
- Jonathan Swift
Westlake Academy / Civic Campus
Page 20 2009
Objective 1.2: Work with PR/marketing team, consultants and Masterworks partners to
develop concert series and increase participation by 10% annually .
Estimated Completion Date: On-going
Objective 1.3: Partner with the Recreation department in annual Arbor Days celebration;
working to increase resident, student and corporate participation.
Estimated Completion Date: On-going
Objective 1.4: Review Town survey results, discuss with marketing team, other
municipalities and applicable corporate marketing staff to determine the
level of interest in hosting an expanded number of events in Westlake.
Estimated Completion Date: Spring, 2010
2. Develop and assist the PR/marketing team, working with the Town’s PR consultant group
to promote Westlake as a business and tourist destination — Short-Range Goal.
Team Leader: Kim Sutter
Objective 2.1: Develop concept for marketing team; including goals and objectives and
target audience (based on progress of communications plan).
Estimated Completion Date: Fall, 2009
Objective 2.2: Interact with PR firm, and possibly corporate partners, to develop
collateral material for use proactively/reactively to request for information
regarding the Town.
Estimated Completion Date: Spring, 2010
Objective 2.3: Formulate a contract with Marriott/Solana for the use of the hotel/motel
occupancy tax funds setting occupancy rate targets to promote the hotel as
a premier tourist destination and to increase the visibility of the facility.
Estimated Completion Date: Fall, 2009
Tourism Development (cont.)
Page 21 Town of Westlake
Sunrise at Westlake Academy
Successful strategic plans are not successful because of the plan itself. They are not successful because of
their vision statement, their mission statement, values, tactics, outcomes, or performance measures. Yes,
these things are all part of a successful strategic plan — but, the strategic plan must be a part of something
larger than even the plan’s vision. It must tell a story.
A story that captures one’s imagination, fires one’s dreams, and compels one to want to be a part
of that story, because it is so inspiring. Westlake’s story is not yet finished, and the best chapters are yet to
come! The 2009 strategic plan will help write the next chapters — the story of a “premier, knowledge based
community.” And, we hope this strategic plan inspires you, the reader, to want to be a
part of the Westlake story.
Tom Brymer
Town Manager/CEO Westlake Academy
Outcome Strategies:
1. Implement a Westlake speaker series featuring community leaders – Short-Range and
On-going Goals.
Team Leader: Ginger Awtry
Objective 1.1: Work with Public Arts Society (PAS) to develop community speaker series
for both residents and student body.
Estimated Completion Date: Spring, 2010
Objective 1.2: Facilitate report with PAS to the Council in order to determine the future
direction of the program.
Estimated Completion Date: On-going
ARTS AND CULTURE — Work with Arts Society to place art pieces within the Town and encourage
varied forms of artistic mediums to compliment our natural resources, diverse neighborhoods and
corporate architecture.
Outcome Measure: Implementation of two speaker sessions per year and incorporate sites for art
placement into the comprehensive planning process.
Phone: (817) 430-0861
Fax: (817) 430-0967
www.westlake-tx.org
Premier communities have a shared
vision, mission, and values. More
than that, they have a plan to turn
that vision into something real that
adds value to the community’s
quality of life. This is the Westlake
Town Council’s strategic plan for its
continued pursuit of excellence on be-
half of the residents of the Town of
Westlake.
3 Village Circle, Suite 202, Westlake,
Texas 76262
Town of Westlake
Item # 6 –
Workshop
Adjournment
Back up material has not
been provided for this item.
Town of Westlake
Item # 2 – Pledge of
Allegiance
Texas Pledge:
"Honor the Texas
flag; I pledge
allegiance to thee,
Texas, one state under
God, one and
indivisible."
This is an opportunity for citizens to address the Council on any matter whether or not it is
posted on the agenda. The Council cannot by law take action nor have any discussion or
deliberations on any presentation made to the Council at this time concerning an item not listed
on the agenda. The Council will receive the information, ask staff to review the matter, or an
item may be noticed on a future agenda for deliberation or action.
Presentation from Robert Early President and CEO of JPS Health Systems.
Presentation of Government Finance Officers Association’s “Certificate of
Achievement for Excellence in Financial Reporting”.
Proclamation supporting March for Meals Awareness Month in Tarrant County.
Proclamation supporting American Red Cross Month.
Town of Westlake
Item # 3 – Citizen’s
Presentations and
recognitions
Memo
Town of Westlake
To: Honorable Mayor and Town Council Members
From: Tom Brymer, Town Manager
Subject: Regular Meeting of September 8, 2008
Date: September 3, 2008
Presentation of Government Finance Officers Association’s “Certificate of Achievement
for Excellence in Financial Reporting” to staff.
ITEM
This item supports the following Vision Point and Key Result Areas:
VISION POINT AND KEY RESULT AREAS
We are Leaders
o Premier educational facilities and programs
o Producing well educated future leaders and thinkers
o Business partnerships with Westlake Academy
o Environmental stewardship initiatives
o High quality services delivery coupled with financial stewardships
o Infrastructure maintenance and planning
The Finance Department submitted, f or the first time, the FY 2007 -2008 audit document
for the Government Finance Officers Association’s (GFOA) Certificate of Achievement
for Excellence in Financial Reporting. We are pleased to announce the receipt of this
award. There is no statistical in formation regarding the period the award was won, but
for FY 2006 -2007, only 111 municipalities in the State of Texas submitted their budget
document for this prestigious award. It is the highest form of recognition in governmental
budgeting and represents a significant achievement.
BACKGROUND
Program participants benefit from access to a wealth of technical material specifically
designed to help them comply with program requirements. They also profit from having
their budget document confidentially reviewed by experienced budget professionals.
This recognition can be viewed as a positive factor by credit rating agencies and by
others interested in the professionalism of a government’s finance function.
Top-quality budget documents are essential if citizens and others with an interest in a
government’s finances are to be informed participants in the budget process. Better
budget documents contribute to better decision making and enhanced accountability.
The award represents a significant achievement by the Town. It reflects the commitment
of the governing body and staff to meeting the highest principles of governmental
budgeting.
Upon successful completion of the eligibility process, each CAFR is assigned and mailed
to two Special Review Committee (SRC) members for review. To qualify for a
certificate, a report must receive the unanimous approval of both reviewers.
The award is valid for one year. To continue participation in the program, it will be
necessary to submit subsequent year’s annual budget documents to GFOA.
N/A
FUNDING
N/A
RECOMMENDATION
MARCH FOR MEALS
WHEREAS, Meals On Wheels, Inc., prepares and delivers meals to elderly and disabled
persons who are unable to prepare meals for themselves; and
WHEREAS, for the past 37 years, the citizens of Tarrant County have benefited from the
delivery of over 11 million meals to our homebound neighbors; and
WHEREAS, this organization has a volunteer force of over 5,000 persons who donate
their time, vehicles, gasoline, and energy to deliver over 985,000 hot meals to Tarrant County
residents annually; and
WHEREAS, Meals On Wheels case managers make over 12,000 home visits annually to
act as advocates for clients; and
WHEREAS, no client is ever refused service because of inability to pay; and
WHEREAS, these efforts have resulted in the improvement in the lives of the
homebound and disabled in Tarrant County with continued personal independence, daily visits
by caring volunteers, well-balanced meals, and the assistance of professional case managers.
NOW, THEREFORE I Laura Wheat, Mayor of the Town of Westlake, and the Town Council do
hereby proclaim
March for Meals Awareness Month
in Tarrant County
In the Town of Westlake, Texas and invite all in our Town to observe these days in ways
appropriate to its importance and significance in our Town.
IN WITNESS WHEREOF, I have
hereunto set my hand and caused the official
seal of the Town of Westlake, Texas to be
affixed this 22nd
day of March 2010.
_________________________________
Laura Wheat, Mayor
Town of Westlake
Proclamation
WHEREAS, the American Red Cross was designated in 1905 by the United States Congress as the
lead voluntary agency responsible for developing and maintaining a system for national and
international relief in time of peace, including assistance during famine, fire, flood and other calamities;
and,
WHEREAS, the American Red Cross is always there, under the same trusted symbol, serving the
community and touching lives by providing education, life-saving information, training and disaster
relief to individuals, families, schools and businesses, and for the past 93 years, the Chisholm Trail
Chapter of the American Red Cross has devoted itself to that same goal; and,
WHEREAS, in the past year, the American Red Cross responded to more than 600 disaster
incidents in the Chisholm Trail Chapter service area (a 23 county jurisdiction), from home fires to
windstorms, floods, tornados, wildfires, winter storms and many other types of disaster,
WHEREAS, today, the mission of the American Red Cross is more relevant than ever as society
faces unique challenges, and through its preparedness and readiness efforts, the American Red Cross is
a leader in empowering individuals and families to protect themselves by training in essential skills
and disaster preparedness; and,
WHEREAS, each March we formally recognize the Chisholm Trail Chapter of the American Red
Cross and its essential humanitarian role in the Town of Westlake. Every day Red Cross volunteers
and paid staff provide essential programs in this community to provide such services as disaster relief,
Family Preparedness training, First Aid/CPR and AED training, water safety and life guard instruction,
service to the Armed Forces and the military family as well as international family reunification and
messaging. The Chisholm Trail Chapter joins with other chapters nationwide during March 2010 to
celebrate “American Red Cross Month” and the services these chapters provide, NOW THEREFORE:
We, the Town Council, do hereby proclaim March 2010, as
AMERICAN RED CROSS MONTH
in the Town of Westlake and urge residents to become partners in preparedness with the Chisholm
Trail Chapter.
IN TESTIMONY, WHEREOF, I have hereunto set my hand and caused the Official Seal of the Town
Westlake, Texas to be affixed this 22nd
day of March, A.D., 2010.
____________________________________
Laura Wheat, Mayor
CONSENT AGENDA: All items listed below are considered routine by the Town
Council and will be enacted with one motion. There will be no separate
discussion of items unless a Council Member or citizen so requests, in which
event the item will be removed from the general order of business and
considered in its normal sequence.
a. Consider approval of the Town Council meeting held on February 22, 2010.
b. Consider approval of Resolution 10-06, authorizing the Town Manager to enter into
a contract with Graham Associates for engineering design services related to the
construction of Stagecoach Hills waterline improvements.
c. Consider approval of Ordinance 634, Reappointing the Presiding Judge and Alternate
Judge for the Westlake Municipal Court.
d. Consider approval of Resolution 10-08, approving changes and additions to the
Town of Westlake Personnel Manual.
Town of Westlake
Item # 4 - Consent
Agenda Items
Town Council Minutes
02/22/10
Page 1 of 5
MINUTES OF THE
TOWN OF WESTLAKE, TEXAS
TOWN COUNCIL REGULAR MEETING
February 22, 2010
PRESENT: Mayor Laura Wheat and Council Members, Larry Corson, Carol Langdon, Rick
Rennhack, and Rebecca Rollins.
ABSENT: Tim Brittan
OTHERS PRESENT: Town Manager Tom Brymer, Town Attorney Stan Lowry, Town
Secretary Kelly Edwards, Assistant to the Town Manager Ginger
Awtry, Management Intern Christina Wagner-Powers, Public
Works Superintendent Jarrod Greenwood, Facilities and
Recreation Director Troy Meyer, Finance Director Debbie Piper,
Lt. Richard Whitten, Director of Human Resources and
Administrative Services Todd Wood, and Planning and
Development Director Eddie Edwards.
Workshop Session
1. CALL TO ORDER
Mayor Wheat called the meeting to order at 4:39 p.m.
2. DISCUSS AND REVIEW OF CONSENT AGENDA ITEMS FROM FEBRUARY 22,
2010, COUNCIL REGULAR MEETING AGENDA.
No discussion
3. PRESENTATION AND DISCUSSION BY THE KELLER POLICE DEPARTMENT OF
THE 2009 ANNUAL SERVICE AND ACTIVITY REPORT FOR POLICE SERVICES
AND THE RACIAL PROFILING REPORT.
Mayor Wheat introduced the item and Chief Mark Hafner from the Keller Police
Department.
Chief Hafner provided an overview of the annual report and racial profiling report as
presented to Town Council.
Town Council Minutes
02/22/10
Page 2 of 5
Discussion ensued regarding the percentage of citations written, the traffic count on
State Highway 114, and the time and days of coverage Keller provides to Westlake.
4. DISCUSSION OF THE QUARTERLY FINANCIAL DASHBOARD FOR THE
QUARTER ENDED DECEMBER 31, 2009.
Finance Director Piper provided an overview of the dashboard and answered questions.
Discussion ensued regarding the collection of franchise fees from telecom services in
Westlake and the legislative changes that have been implement regarding the collection
of those fees.
The Council asked that future reports include a list of the top 10 businesses the Town
collects sales tax from be included, the percentage each contributes to the revenue and
the Marriott occupancy requirements as per the Economic Development Agreement.
They also asked that staff establish relationships with the top 10 businesses to
understand what portion of their business is producing the sales tax revenue.
5. PRESENTATION OF UPDATES AND DISCUSSION OF THE STATUS OF THE
TOWN STRATEGIC PLAN.
Department Staff continued to provide an overview of each of the outcome strategies
listed in the plan.
Mayor Wheat recessed the meeting at 6:57 p.m.
Mayor Wheat reconvened the meeting at 8:16 pm.
Discussion of each outcome strategy continued.
Mayor Wheat asked that this item be continued at the March meeting.
6. ADJOURNMENT
There being no further business, Mayor Wheat adjourned the workshop at 9:39 p.m.
Regular Session
1.
Mayor Wheat called the regular meeting to order at 7:41 p.m. with all Council Members
present.
CALL TO ORDER
Town Council Minutes
02/22/10
Page 3 of 5
2.
PLEDGE OF ALLEGIANCE
Mayor Wheat led the pledge of allegiance to the United States and Texas flags.
3. CITIZEN PRESENTATIONS AND RECOGNITIONS
Mayor Wheat postponed this item to the March meeting.
Presentation of Government Finance Officers Association’s “Certificate of
Achievement for Excellence in Financial Reporting”.
4. CONSENT AGENDA
a. Consider approval of the Town Council meeting held on January 25, 2009.
b. Consider approval of Resolution 10-03, Amending the Town of Westlake
Identity Theft Prevention Policy.
c. Consider approval of Resolution 10-04, Accepting the Racial Profiling report as
prepared by the City of Keller Police Department.
d. Consider approval of Resolution 10-05, Approving amendments to the Town
Facility Use policy relative to capital projects and facility
modification/improvement projects at the Westlake Academy campus.
MOTION: Council Member Rollins made a motion to approve the consent
agenda as amended during the workshop. Council Member Corson
seconded the motion. The motion carried by a vote of 4-0.
5. DISCUSS AND CONSIDER ORDINANCE NO. 633, AMENDING CHAPTER 70,
SIGNS OF THE CODE OF ORDINANCES WHICH REGULATES THE ERECTION,
STRUCTURAL ALTERATION AND MAINTENANCE OF OUTDOOR SIGNS.
Planning and Development Director Edwards provided a presentation and example of
the proposed signage to market retail space.
MOTION: Council Member Corson made a motion to approve with changes
as discussed to Sections 70-9(d) and 70-13(g). Council Member
Langdon seconded the motion. The motion carried by a vote of
4-0.
Town Council Minutes
02/22/10
Page 4 of 5
6. FUTURE AGENDA ITEMS
Mayor Wheat Invite Russell Laughlin to speak regarding
transportation and growth in the area.
Council Member Rennhack agreed to place the item on a future agenda.
Mayor Wheat DFW Connector Project presentation.
Council Member Corson agreed to place the item on a future agenda.
7. COUNCIL CALENDAR
- Westlake Academy Gallery Night event
February 26, 2010 6:00 – 10:30 pm
- Town Council Meeting
February 22, 2010
- Town Council Meeting
March 22, 2010
- Town Council Meeting
April 26, 2010
- Bandana Bonanza
May 1, 2010
- Election Day
May 8, 2010
- Westlake Academy Graduation
May 23, 2010
o Decoration Day
May 31, 2010
Town Council Minutes
02/22/10
Page 5 of 5
8. ADJOURNMENT
There being no further business before the Council, Mayor Wheat asked for a motion to
adjourn the meeting.
MOTION: Council Member Rennhack made a motion to adjourn the
meeting. Council Member Rollins seconded the motion. The
motion carried by a vote of 4-0.
Mayor Wheat adjourned the meeting at 8:16 p.m.
APPROVED BY THE TOWN COUNCIL MARCH 22, 2010.
ATTEST: _____________________________
Laura Wheat, Mayor
_____________________________
Kelly Edwards, Town Secretary
Memo
Town of Westlake
To: Honorable Mayor and Members of the Town Council
From: Jarrod Greenwood, Public Works Director
Subject: Regular meeting of March 22, 2010
Date: March 5, 2010
Consider a Resolution authorizing the Town Manager to enter into a contract with
Graham Associates for engineering services related to the construction of Stagecoach
hills waterline improvements.
ITEM
This item supports the following Vision Point and Key Result Areas:
VISION POINT AND KEY RESULT AREAS
We are Leaders
o Infrastructure maintenance and planning
The Town acquired several water service areas from the City of Keller in 2001.
The purchase agreement stipulated a transition of water lines from the City of Keller’s
water system to the Town of Westlake’s water system to occur within three years. The
existing waterlines within Stagecoach Hills are still connected to the City of Keller and
include some that are well past their service life or not large enough to provide adequate
fire protection. The integration of Stagecoach Hills will occur in two phases, with the
first being the replacement of the existing 2” and 4” water lines within the neighborhood
with either 6” or 8” waterlines. The second phase will connect Stagecoach Hills to an
existing town of Westlake 20” waterline on Roanoke road near the Chrysler Financial
facility.
BACKGROUND
Staff anticipated this capital project and included the costs for engineering and
construction in the current fiscal year budget.
The Graham proposal will provide engineering services relating to the design,
assistance with bidding, and construction staking of the waterline improvements.
The engineering proposal is $29,910 (see attachment A) and was included in the
adopted FY 09/10 budget.
FUNDING
Staff recommends approval.
RECOMMENDATION
Proposal for Engineering Services
ATTACHMENTS:
Resolution 10-06
Page 1 of 2
TOWN OF WESTLAKE
RESOLUTION NO. 10-06
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE,
TEXAS, ENTERING INTO AN AGREEMENT WITH GRAHAM ASSOCIATES, FOR
ENGINEERING SERVICES RELATED TO THE CONSTRUCTION OF
STAGECOACH HILLS WATERLINE IMPROVEMENTS AT A COST OF
APPROXIMATELY $29,610; AND AUTHORIZING THE TOWN MANAGER TO
EXECUTE THE AGREEMENT OF BEHALF OF THE TOWN OF WESTLAKE,
TEXAS.
WHEREAS, the state requires water purveyors to provide a safe and adequate supply of
water to citizens and water customers within their geographic service area; and
WHEREAS, certain sections of waterlines within the Town’s distribution system have
deteriorated to a point where they have required numerous repairs and compromise the efficiency
of Town operations; and
WHEREAS, the Town Council find that replacing the waterlines within Stagecoach
Hills is sound infrastructure planning consistent with goals and objectives within the adopted
strategic plan; and
WHEREAS, the Town Council find that replacing the waterlines within Stagecoach
Hills works to achieve the Town’s desire to provide safe drinking water; and
WHEREAS, the engineering costs for the waterline improvements in Stagecoach Hills
are included in the adopted FY 2009/2010 budget; and
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN
OF WESTLAKE, TEXAS:
SECTION 1.
All matters stated in the Recitals above are found to be true and correct and
are incorporated herein by reference as if copied in their entirety.
SECTION 2.
The Town Council of the Town of Westlake hereby approves the contract
with Graham Associates, Inc., for the engineering services for the waterline improvements in
Stagecoach Hills, attached as Exhibit “A”, and further authorizes the Town Manager to execute
the agreement on behalf of the Town of Westlake, Texas.
Resolution 10-06
Page 2 of 2
PASSED AND APPROVED ON THIS 22nd
DAY OF MARCH, 2010.
____________________________
Laura Wheat, Mayor
ATTEST:
________________________________ _____________________________
Kelly Edwards, Town Secretary Tom Brymer, Town Manager
APPROVED AS TO FORM:
___________________________
L. Stanton Lowry, Town Attorney
Memo
Town of Westlake
To: Honorable Mayor and Members of the Town Council
From: Tom Brymer, Town Manager / CEO of Westlake Academy
Amanda DeGan, Municipal Court Director / Special Projects Coordinator
Subject: Regular meeting of March 22, 2010
Date: March 08, 2010
ITEM
Consider an Ordinance reappointing the Presiding Judge and Alternate Judge for the
Westlake Municipal Court.
VISION POINT AND KEY RESULT AREAS
This item supports the following Vision Point and Key Result Areas:
We are Leaders
o High Quality Services Delivery Coupled with Financial Stewardship
BACKGROUND
In accordance with the Ordinance establishing the Municipal Court, the Board of
Aldermen shall appoint and reappoint the Presiding Judge and Alternate Judge as
necessary. This proposed Ordinance is a reappointment of the current individuals
holding the positions of Presiding Judge, Brad Bradley and Alternate Judge, Eric G.
Ransleben.
FUNDING
The funding for these positions is allocated on an annual basis in the Municipal Court
budget.
RECOMMENDATIONS
Approve the re-appointment of the presiding and alternative Judge.
ATTACHMENTS:
Ordinance No. 10 - _______
Ordinance 634
Page 1 of 2
TOWN OF WESTLAKE
ORDINANCE NO. 634
AN ORDINANCE OF THE TOWN OF WESTLAKE, TEXAS, APPOINTING THE
PRESIDING JUDGE AND THE ALTERNATE PRESIDING JUDGE FOR THE
MUNICIPAL COURT OF RECORD NO. 1 IN THE TOWN OF WESTLAKE; PROVING
A SEVERABILITY CLAUSE; PROVIDING A SAVINGS CLAUSE; AND PROVIDING
AN EFFECTIVE DATE.
WHEREAS, the Town of Westlake Board of Aldermen established the Municipal Court
of Record No. 1 and must provide for the appointment of a Presiding Judge and an Alternate
Judge; and
WHEREAS, Ordinance No. 401 also sets forth certain duties and qualifications for each
of the Appointees;
NOW, THEREFORE, BE IT ORDAINED BY THE BOARD OF ALDERMEN OF THE
TOWN OF WESTLAKE, TEXAS:
SECTION 1
. That the Board of Aldermen hereby appoints the following individuals to
the Municipal Court of Record No. 1 in the capacity set forth below:
Presiding Judge Brad Bradley
Alternate Judge Eric G. Ransleben
These appointments are made subject to and are governed by the provisions of Ordinance
No. 401, and in accordance with State law.
SECTION 2
. That this Ordinance shall be cumulative of all other Ordinances and shall
not repeal any of the provisions of such Ordinances except for those instances where there are
direct conflicts with the provisions of this Ordinance. Ordinances or parts thereof in force at the
time this Ordinance shall take effect and that are inconsistent with this Ordinance are hereby
repealed to the extent that they are inconsistent with this Ordinance.
SECTION 3.
If any section, article, paragraph, sentence, clause, phrase or word in this
Ordinance, or application thereof to any person or circumstance, is held invalid or
unconstitutional by a Court of competent jurisdiction, such holding shall not effect the validity of
the remaining portions of the Ordinance, and the Board of Aldermen hereby declares it would
have passed such remaining portions of the Ordinance despite such invalidity, which remaining
portions shall remain in full force and effect.
SECTION 4. All other Ordinances in effect and not in conflict with this Ordinance shall
remain in full force and effect.
Ordinance 634
Page 2 of 2
SECTION 5.
The Town Secretary of the Town of Westlake is hereby directed to
engross and enroll this Ordinance by copying the exact Caption and Effective Date clause in the
minutes of the Town Council of the Town of Westlake and by filing this Ordinance in the
Ordinance records of the Town.
SECTION 6.
This Ordinance shall take effect from and after its date of passage in
accordance with law, and it is so ordained.
PASSED AND APPROVED ON THIS 22nd
DAY OF MARCH 2010.
_________________________________
Laura Wheat, Mayor
ATTEST:
_________________________________ __________________________________
Kelly Edwards, Town Secretary Thomas E. Brymer, Town Manager
APPROVED AS TO FORM:
__________________________________
L. Stanton Lowry, Town Attorney
Memo
Town of Westlake
To: Honorable Mayor and Members of the Town Council
From: Todd Wood, Director of HR and Administrative Services
Subject: Regular Meeting of March 10, 2010
Date: March 10, 2010
Consider a Resolution approving changes and additions to the Town of Westlake Personnel Manual.
ITEM
This item supports the following Vision Point and Key Result Areas:
VISION POINT AND KEY RESULT AREAS
We are Leaders
o Producing well educated future leaders and thinkers
BACKGROUND
The Town of Westlake Personnel Manual is a written compilation of the Town’s personnel
policies, procedures, and benefits. It is a comprehensive document which must be updated in
response to changing laws, employment trends, as well as internal changes in structure and
benefits. Exhibit “A” contains the proposed policy changes and one new policy recommended for
adoption into the Personnel Manual. The recommended changes are as follows:
Nepotism Policy: The nepotism policy contains changes making the guidelines for employees
consistent with the existing requirements for Board members and the Town Manager.
Immigration Law Compliance: This policy has been modified to include the use of the federal
E-Verify system to verify employment eligibility.
Performance Evaluations: This policy has been modified to allow Department Heads to conduct
additional evaluation, if necessary.
Holidays: In a survey of 42 cities within the DFW metroplex, the number of annually observed
holidays varied between eight and fourteen. The addition of Martin Luther King, Jr. Day would
enhance the Town’s benefit package, making it more comparable to the median number of holidays
recognized by other cities. This additional holiday would have no effect on the response or
availability of emergency services, nor would it affect the ability of Town employees to respond to
other operational urgencies, if required.
Pay Increases and Title Changes: A sentence has been added to this policy stating that all pay
increases and title changes must be approved by the Town Manager.
Identity Theft Policy: This policy was adopted by the Town Council in February 2009, and
amended in February 2010. A brief description of this policy is recommended for inclusion in the
Personnel Manual, and all employees will receive a copy of the entire policy.
None
FUNDING
Staff recommends approval.
RECOMMENDATION
Exhibit “A” showing proposed policies.
ATTACHMENTS:
Resolution 10-08
Page 1 of 6
TOWN OF WESTLAKE
RESOLUTION NO. 10-08
APPROVING AMENDMENTS TO THE TOWN OF WESTLAKE PERSONNEL
MANUAL AND EMPLOYEE BENEFIT PACKAGE.
WHEREAS, the Town of Westlake recognizes that ongoing updates to the
Town’s Personnel Manual are necessary to ensure legal best practices; and,
WHEREAS, the goal of the Town of Westlake is to provide policies and benefits
that are competitive to surrounding cities; and,
WHEREAS, the Town of Westlake desires is to provide employees with a
Personnel Manual that reflects the goals and vision of the Town’s leaders;
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE
TOWN OF WESTLAKE:
SECTION 1.
That the Town of Westlake Town Council does hereby approve the
proposed policy amendments and additions, attached as Exhibit “A”, and its inclusion of
these policies into the Town of Westlake Personnel Manual.
SECTION 2.
That this Resolution shall become effective upon the date of its
passage.
PASSED AND APPROVED ON THIS 22nd DAY OF MARCH 2010.
___________________________________
ATTEST: Laura Wheat, Mayor
______________________________ _______________________________
Kelly Edwards, Town Secretary Thomas E. Brymer, Town Manager
APPROVED AS TO FORM:
_____________________________
L. Stanton Lowry, Town Attorney
Resolution 10-08
Page 2 of 6
Exhibit “A”
Town of Westlake Employee Personnel
manual
Amended Policies:
2.09
HIRING OF RELATIVES (NEPOTISM)
No person related within the second degree of affinity or within the third degree by
consanguinity to any elected officer of the Town, or to the Town Manager, shall be
appointed any office, position, or clerkship, or other service of the Town. Relatives of all
other persons employed by the Town of Westlake may not be hired if the relative is
within the second degree of affinity or within the second degree of consanguinity. This
policy applies to all Town departments, and may not be circumvented in cases where a
relative would not be supervised by the existing Town employee. Exemptions to this
policy may be made by the Town Manager for temporary, part-time positions.
In the event that two employees enter into a marital relationship, one employee will be
required to resign their employment with the Town within thirty (30) days.
Present or future employees may not be promoted nor transferred to a position that would
be in violation of this policy.
For the purposes of this policy, a relative is defined to include:
First degree affinity – spouse, spouse’s mother, father, brother, sister, son, daughter;
Second degree affinity – spouse’s aunt, uncle, niece, nephew, grandmother, grandfather,
granddaughter, grandson, first cousins;
First degree of consanguinity – employee’s mother, father, daughter, son, sister,
brother;
Second degree of consanguinity – employee’s aunt, uncle, niece, nephew, grandmother,
grandfather, granddaughter, grandson, first cousins;
Third degree of consanguinity – employee’s great aunt, great uncle, great niece, great
nephew, great grandmother, great grandfather, great granddaughter, great grandson,
second cousins.
3.08
IMMIGRATION LAW COMPLIANCE
The Town of Westlake is committed to employing only United States citizens and aliens
who are authorized to work in the United States and who comply with the Immigration
Reform and Control Act of 1986.
Each employee must properly complete, sign, and date the first section of Department of
Homeland Security Form I-9 and provide the appropriate documentation required on
Resolution 10-08
Page 3 of 6
section two of the form. The documentation provided will be used to verify employment
eligibility through the federal government’s E-Verify system.
Rehired employees must also complete the I-9 form if the previous form on file is more
than three (3) years old, or if the employee is rehired after 90 days from their initial
termination date.
4.13
performance Evaluations
Performance evaluations permit the supervisor and the employee to discuss the job
responsibilities, standards, performance requirements, and any existing or anticipated
problems.
Using a standardized performance evaluation instrument, all employees will be evaluated
not less than once per year. Supervisors should conduct reviews on or around the
employee’s anniversary date. Employees may be evaluated more frequently at the
discretion of the Department Head.
6.05
HOLIDAYS
The Town of Westlake will grant paid time off to regular full-time and full-time
probationary/introductory employees for ten (10) designated holidays or shifts per annum
according to the following criteria.
Regular full-time and full-time probationary/introductory employees in pay status shall
be compensated at their regular hourly rate and for the number of hours they would have
worked had it not been a holiday.
Regular full-time employees whose regular day off falls on a Town-designated holiday
may receive pay for the holiday or, subject to Department Head approval, may elect to
take a paid day off at a later time. Employees will receive holiday pay based on the
number of hours they are scheduled to work on the day they take off. Each department is
responsible for documenting saved holidays and when holidays are taken on the
employee’s timesheet before submitting the timesheet to payroll for processing.
Regular full-time and regular part-time employees who are scheduled to work on a
Town-designated holiday will receive pay for the hours worked on the holiday plus
holiday pay for the number of hours they are scheduled to work. Based on department
operations and subject to Department Head approval, employees may elect to save their
holiday and take a paid day off at a later time. Employees will receive pay for the saved
holiday based on the number of hours they are scheduled to work on the day they take
off. Each department is responsible for tracking saved holidays and when holidays are
taken.
To receive holiday pay, employees must be in pay status on their scheduled workday
preceding and following the designated holiday.
Resolution 10-08
Page 4 of 6
If a designated holiday falls during an eligible employee’s paid absence (i.e., vacation,
sick leave), holiday pay shall take precedence and the leave period shall not be extended
because of the holiday.
DPS personnel are permitted to bank unused holiday time. The maximum threshold in an
employee’s holiday bank is 528 hours, equivalent to two (2) year’s holiday time. Any
unused holiday time above this threshold will be forfeited on October 1st
when new
holiday time is credited to the employee’s bank.
The Town shall observe ten (11) official holidays per year, which include the following:
Thanksgiving Day in November
Friday after Thanksgiving in November
Christmas Eve, December 24
Christmas Day, December 25
th
New Year’s Day, January 1
th
Martin Luther King, Jr. Day in January
st
Good Friday in March/April
Memorial Day in May
Independence Day, July 4
Labor Day, 1
th st
Floating Holiday
Monday of September
Personal Leave Day (floating holiday): Regular full-time, regular part-time, and
probationary/introductory employees are eligible to use their Personal Leave Day upon
commencing employment and must use it before their first anniversary date. Payment
shall be made for the Personal Leave Day upon separation, retirement, or death of the
employee if not taken during the year, providing that the employee has not been
discharged as a result of criminal or civil misconduct involving Town property,
personnel, or official position. If employment lasts less than six months, no payment will
be made for the floating holiday and will be deducted from the employee’s last check if
used.
Note: Holidays that fall on Saturday shall normally be observed on the preceding Friday
and holidays that fall on Sunday shall normally be observed on the following Monday.
Firefighters working twenty-four (24) hour shifts do not observe the Town’s designated
holidays. They are eligible for eleven (11) floating holidays to be scheduled and taken
throughout the twelve (12) month period beginning October 1 of each year. If a
firefighter’s employment begins mid-year, the number of available holidays will be
adjusted to reflect the number of upcoming holidays through September 30th
.
Firefighters who have not used all of their accrued holiday hours by the last pay period in
the fiscal year shall be allowed to accrue holiday hours in the holiday bank until the
maximum ceiling of 528 hours is reached.
Resolution 10-08
Page 5 of 6
Firefighters may be paid at their current rate of pay for up to three (3) unused holidays
upon separation, retirement, or death of the employee, provided however that the
employee has given the appropriate two (2) week notice when applicable and is not being
discharged as a result of criminal or civil misconduct involving Town property,
personnel, or official position. Payment eligibility is as follows:
• Separation on October 1st
• Separation on Thanksgiving Day through December 23
through the day before Thanksgiving results in no
payment of unused holidays.
rd
• Separation on December 24
results in the payment
of 1 unused holiday.
th through December 31st
• Separation on or after January 1
results in the payment of 2
unused holidays.
st
results in the payment of 3 unused holidays.
7.05
PAY INCREASES AND TITLE CHANGES
It is the policy of the Town of Westlake to conduct annual salary surveys of surrounding
cities. Salary adjustments may be made in order to remain competitive.
In circumstances such as promotion or merit based adjustments separate from the normal
merit based annual adjustment, the adjustment date will become the new anniversary date
for future pay increases. This policy does not apply to one-time merit payments.
Any changes to an employee’s salary or job title must be approved by the Town
Manager.
Policy Additions:
3.05
Identity Theft Policy (FACTA)
The Town of Westlake is committed to keeping the information received from citizens
and customers safe from identity theft. This policy is designed to protect people from
identity theft and to address the requirements of state and federal law. The methods used
to prevent identity theft include ensuring that the information given to open an account
with the Town is valid to prevent someone from using another person’s identity to open
an account, monitoring already existing accounts for unusual or suspicious activity and,
finally, providing for notification of account holders in the unlikely event of unauthorized
release of sensitive information.
The purpose of this policy is to set out procedures and practices to assist Town personnel
in the prevention of identity theft and to comply with federal and state law requirements.
Eliminating identity theft involves prevention, monitoring and notification. The Town
will take measures to prevent fraudulent accounts from being opened, will monitor
existing accounts for suspicious activity, and will notify individuals if an unauthorized
release of information occurs.
Resolution 10-08
Page 6 of 6
According to the Fair and Accurate Credit Transactions Act (“FACTA”) a municipal
utility is a creditor subject to the requirements of the law. FACTA provides for certain
“Red Flags” in its “Red Flag Rule” to assist in identifying and preventing identity theft.
The Town of Westlake Identity Theft Prevention Policy contains procedures to:
1. Identify relevant Red Flags for new and existing covered accounts and
incorporate those Red Flags into the Program;
2. Detect Red Flags that have been incorporated into the Program;
3. Respond appropriately to any Red Flags that are detected to prevent and mitigate
Identity Theft; and
4. Ensure the Program is updated periodically, to reflect changes in risks to
customers or to the safety and soundness of the creditor from Identity Theft.
The Texas Local Government Code, section 205.010, provides that certain requirements
of the Business and Commerce Code apply to cities. Those requirements generally
concern notification in the event of an unauthorized breach of sensitive personal
information, and those standards are contained in the Town of Westlake Identity Theft
Prevention Policy.
In compliance with federal law, employees performing certain job duties will be required
to complete a training course for the purpose of Red Flag identification and identity theft
prevention. Employees will be provided this training at the Town’s expense and will be
coordinated by the Human Resources Department. In addition, all Town employees will
receive a complete copy of Town of Westlake Identity Theft Prevention Policy.
Memo
Town of Westlake
To: Honorable Mayor and Members of the Town Council
From: Debbie Piper, Finance Director
Subject: Regular Meeting of March 22, 2010
Date: March 12, 2010
ITEM
Acceptance of the Comprehensive Annual Financial Report (CAFR) presented by
Pattillo, Brown & Hill, L.L.P., Certified Public Accountants, for the fiscal year ended
September 30, 2009.
This item supports the following Vision Point and Key Result Areas:
VISION POINT AND KEY RESULT AREAS
We are Leaders
o High quality services delivery coupled with financial stewardships
BACKGROUND
The Town’s Fiscal and Budgetary Policies along with State law require that the Town be
audited annually by outside independent accountants. The result of this independent
audit is the receipt of an unqualified opinion or “clean” opinion again this year. This
means the auditors have found that these f inancial statements present fairly, in all
material respects, the financial position of the Town of Westlake at September 30, 200 9.
We are also pleased that there were no “Management Letter” comments for the current
year.
As implemented in previous years, we have included the Texas Student Housing (TSH)
audited information in our report. Because the Town Council may appoint and/or remove
a director of the Texas Student Housing Board, it was determined that TSH should be
considered a component unit of the Town. This information has been included in the
financials and in the footnotes. It was also noted that the debt of TSH is not a liability of
the Town.
The inclusion of this information in the Town’s audit will not affect any future bond
ratings nor have a negative impact on the Town’s overall debt ratio for the purpose of
securing additional financing in the future.
Along with the annual budget, the Comprehensive Annual Financial Report (CAFR) is
one of the most important financial activities of the Town. This report represents and
reflects upon the Town’s financial operations and condition to the Town’s residents,
elected officials, management personnel, financial institutions, rating agencies, and all
other parties interested in the financial affairs of the Town.
Additionally, the Town began participating in the Government Finance Officer
Association’s (GFOA) Certificate of Achievement for Excellence in Financial Reporting
program for the fiscal year 2007. This award is highly regarded as the “Good
Housekeeping Seal of Approval” for governmental financial reporting. Therefore, we are
pleased to announce that the Town has recently received this award for our second
submission and a presentation to the Finance staff is scheduled for this same meeting.
This award is presented based on the required contents of the CAFR document, and
ensures that certain required financial disclosures are presented in the document. All
governmental entities that participate in the program must include these disclosures in
their CAFR. We believe the September 30, 2009 CAFR is in compliance with these
disclosure requirements, and the Town will be awarded our 3nd
consecutive certificate.
N/A
FUNDING
Acceptance of the annual CAFR
RECOMMENDATION
Resolution
ATTACHMENTS:
Comprehensive Annual Financial Report for the FY ended September 30, 2009
TOWN OF WESTLAKE
RESOLUTION NO. 10-07
ACCEPTANCE OF THE ANNUAL COMPREHENSIVE ANNUAL FINANCIAL
REPORT PRESENTED BY PATTILLO, BROWN & HILL, L.L.P., CERTIFIED
PUBLIC ACCOUNTANTS, FOR THE FISCAL YEAR ENDED SEPTEMBER 30, 2009.
WHEREAS, Section 103.001 of the Local Government Code requires that a
municipality shall have its records and accounts audited annually and shall have an annual
financial statement prepared based on the audit; and
WHEREAS, Section 103.002 of the Local Government Code requires that a
municipality shall employ at its own expense a certified public accountant who is licensed in
this state or a public accountant who holds a permit to practice from the Texas State Board of
Public Accountancy to conduct the audit and to prepare the annual financial statements; and
WHEREAS, the firm of Pattillo, Brown & Hill, L.L.P., Certified Public Accountants,
was selected and approved by the Board of Aldermen on July 12, 2006 for a five year
engagement to include the performance of the Town of Westlake’s financial audit for the year
ended September 30, 2009.
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN
OF WESTLAKE:
SECTION 1:
That the Town Council does hereby accept the fiscal year 2008/2009
Comprehensive A nnual Financial Report from Pattillo, Brown & Hill, L.L.P., Certified Public
Accountants.
SECTION 2
PASSED AND APPROVED ON THIS 22
: That this Resolution shall become effective upon the date of its passage.
nd
DAY OF MARCH, 2010.
__________________________________
ATTEST: Laura Wheat, Mayor
_______________________________ __________________________________
Kelly Edwards, TRMC, Town Secretary Thomas E. Brymer, Town Manager
APPROVED AS TO FORM:
_________________________________
L. Stanton Lowry, Town Attorney
TOWN OF WESTLAKE
COMPREHENSIVE ANNUAL FINANCIAL REPORT
FOR THE FISCAL YEAR ENDED
SEPTEMBER 30, 2009
Prepared by
Town of Westlake
Finance Department
3 Village Circle, Suite 202
Westlake, TX 76262
TOWN OF WESTLAKE, TEXAS
TABLE OF CONTENTS
FOR THE FISCAL YEAR ENDED SEPTEMBER 30, 2009
Page
INTRODUCTORY SECTION
Number
Letter of Transmittal ………………………………………………………………… i – vi
Certificate of Achievement ………………………………………………………………… vii
Organizational Chart ………………………………………………………………… viii
Principal Town Officials …………………………………………………………….. ix
FINANCIAL SECTION
Independent Auditor’s Report........................................................................................ 1 – 2
Management’s Discussion and Analysis ....................................................................... 3 – 12
Basic Financial Statements
Government-wide Financial Statements
Statement of Net Assets .................................................................................. 13
Statement of Activities .................................................................................... 14 -15
Fund Financial Statements
Balance Sheet – Governmental Funds ............................................................. 16 -17
Statement of Revenues, Expenditures and Changes in
Fund Balances – Governmental Funds ...................................................... 18 -20
Reconciliation of the Statement of Revenues, Expenditures,
and Changes in Fund Balances of Governmental
Funds to the Statement of Activities ......................................................... 21
Statement of Net Assets – Proprietary Funds .................................................. 22
Statement of Revenues, Expenses and Changes in
Fund Net Assets – Proprietary Funds ........................................................ 23
(continued)
TOWN OF WESTLAKE, TEXAS
TABLE OF CONTENTS
(Continued) FOR THE FISCAL YEAR ENDED SEPTEMBER 30, 2009
Page
FINANCIAL SECTION (Continued)
Number
Fund Financial Statements (Continued)
Statement of Cash Flows – Proprietary Funds ........................................................ 24
Discretely Presented Component Units Financial Statements:
Discretely Presented Component Units - Combining
Statement of Net Assets………………………………………………… 25 - 26
Discretely Presented Component Units - Combining
Statement of Activities………………………………………………… .. 27 - 28
Notes to Financial Statements ................................................................................. 29 - 64
Required Supplementary Information
Schedule of Revenues, Expenditures and Changes in
Fund Balance – Budget and Actual –
General Fund ............................................................................................. 65
Schedule of Revenues, Expenditures and Changes in
Fund Balance – Budget and Actual –
Visitors Association Fund ......................................................................... 66
Schedule of Revenues, Expenditures and Changes in
Fund Balance – Budget and Actual –
Westlake Academy .................................................................................... 67
Schedule of Revenues, Expenditures and Changes in
Fund Balance – Budget and Actual –
FM 1938 Fund …………………………….. ............................................ 68
Schedule of Revenues, Expenditures and Changes in
Fund Balance – Budget and Actual –
Property Tax Reduction Fund …………………………….. .................... 69
Schedule of Revenues, Expenditures and Changes in
Fund Balance – Budget and Actual –
Lone Star Public Facility Corporation …………………………….. ........ 70
(continued)
TOWN OF WESTLAKE, TEXAS
TABLE OF CONTENTS
(Continued)
FOR THE FISCAL YEAR ENDED SEPTEMBER 30, 2009
Page
FINANCIAL SECTION (Continued)
Number
Required Supplementary Information (Continued)
Schedule of Revenues, Expenditures and Changes in
Fund Balance – Budget and Actual –
4B Economic Development Corporation …………………………….. ... 71
Schedule of Revenues, Expenditures and Changes in
Fund Balance – Budget and Actual –
Vehicle/Equipment Replacement Fund …………………………….. ...... 72
Notes to Required Supplementary Information …………………………….. ....... 73
Individual Fund Schedule:
Schedule of Revenues, Expenditures and Changes in
Fund Balance – Budget and Actual –
Debt Service Fund …………………………….. ...................................... 74
STATISTICAL SECTION (Unaudited)
Net Assets by Com ponent ………………………………………………………… 75
Changes in Net Assets ……………………………………………………………... 76 - 77
Fund Balances – Governmental Funds …………………………………………….. 78
Changes in Fund Balance – Governmental Funds ………………………………….. 79 - 80
Taxable Sales by Industry Type ……………………………………………………. 81
Ratios of General Bonded Debt Outstanding ……………………………………….. 82
Ratios of Outstanding Debt by Type ………………………………………………… 83
Demographic and Economic Statistics ……………………………………………….. 84
Principal Employers ………………………………………………………………….. 85
(continued)
TOWN OF WESTLAKE, TEXAS
TABLE OF CONTENTS
(Continued)
FOR THE FISCAL YEAR ENDED SEPTEMBER 30, 2009
Page
STATISTICAL SECTION (Unaudited) (Continued)
Number
Full-time Equivalent Town Government Employees by
Function/Program ………………………………………………………………….. 86
Operating Indicators by Function/Program …………………………………………… 87
Capital Asset Statistics by Function/Program ………………………………………… 88
COMPLIANCE SECTION
Report on Internal Control Over Financial Reporting and on
Compliance and Other Matters Based on an Audit of
Financial Statements Performed in Accordance With
Government Auditing Standards ............................................................................. 89 - 90
INTRODUCTORY SECTION
3 Village Circle #202 Westlake, Texas 76262
Metro: 817-430-0941 Fax: 817-430-1812 www.westlake-tx.org
i
Town of Westlake
March 10, 2010
Honorable Mayor, Council Members and the Citizens of the Town of Westlake,
The Town of Westlake (the "Town") Fiscal and Budgetary Policies requires that the Town's Finance
Department prepare a complete set of financial statements presented in conformity with generally
accepted accounting principles (GAAP) and audited in accordance with generally accepted auditing
standards by a firm of licensed certified public accountants. Accordingly, the Comprehensive Annual
Financial Report (CAFR) for the Town of Westlake, Texas for the fiscal year ended September 30, 2009,
is hereby issued.
This report consists of management's representations concerning the finances of the Town. Consequently,
management assumes full responsibility for the completeness and reliability of all the information
presented in this report. To provide a reasonable basis for making representations, the Town established a
comprehensive internal control framework that is designed both to protect the Town's assets from loss,
theft, or misuse and to compile sufficient reliable information for the preparation of the Town’s financial
statements in conformity with GAAP. Because the cost of internal controls should not outweigh their
benefits, the Town's comprehensive framework of internal controls has been designed to provide
reasonable, rather than absolute, assurance that the financial statements will be free from material
misstatements. As management, we assert that, to the best of our knowledge and belief, this financial
report is complete and reliable in all material respects.
The Town's financial statements have been audited by Pattillo, Brown and Hill LLP, Independent
Certified Public Accountants. The goal of the independent audit was to provide reasonable assurance that
the financial statements of the Town for the fiscal year ended September 30, 2009, are free of material
misstatements. The independent audit involved examining, on a test basis, evidence supporting the
amounts and disclosures in the financial statements; assessing the accounting principles used and
significant estimates made by management; and evaluating the overall financial statement presentation.
The independent auditor concluded, based upon the audit, that there was a reasonable basis for rendering
an unqualified opinion that the Town's financial statements for the fiscal year ended September 30, 2009,
are fairly presented in conformity with GAAP. The independent auditors' report is presented as the first
component of the financial section of this report.
This report is presented in three sections: Introductory, Financial and Statistical. The Introductory
Section includes this transmittal letter, a listing of Town Officials, and an organizational chart of the
Town. The Financial Section includes the independent auditor’s report on the basic financial statements,
Management’s Discussion and Analysis (MD&A), basic financial statements, the notes to the basic
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financial statements, and combining and individual fund statements and schedules. The MD&A is a
narrative introduction, overview and analysis to accompany the basic financial statements. This letter of
transmittal is designed to compliment, and should be read in conjunction with the MD&A. The Town of
Westlake’s MD&A can be found immediately following the independent auditor’s report. The Statistical
Section includes financial and demographic information relevant to readers of the Town’s financial
statements. The statistical data is generally presented on a multi-year basis.
Profile of the Town
Minutes from downtown Fort Worth, Texas and DFW
International Airport, the Town of Westlake is home to
several upscale residential communities and Fortune 500
companies, all of which share a unique character and
charm, along with a commitment to excellence. The
Town is located in northeast Tarrant County and may be
conveniently accessed by several major thoroughfares,
including SH 114 and US 377. The Town occupies
approximately 7 square miles and serves a population of about 785 with the average appraised home value
at $1.2 million.
The Town, incorporated in 1956, is considered a Type A general-law municipality and has the power by
state statute to extend its corporate town limits by annexation, which is done periodically when deemed
appropriate by the Council. The Town operates under the Council-Manager form of government. The
Council is comprised of a mayor and five (5) council members and is responsible for, among other things,
passing ordinances, adopting the budget, appointing committees, and hiring the Town Manager. The
Town Manager is responsible for carrying out the policies and ordinances of the Council, for overseeing
the day-to-day operations of the Town and appointing and supervising heads of various departments. The
Mayor and Town Council members serve two (2) year terms. All elected officials are elected at-large.
The financial reporting entity (the government) includes all funds of the primary government (i.e. the
Town of Westlake), as well as all of its component units. Component units are legally separate entities
for which the primary government is financially accountable. The following entities are considered
blended component units:
Lone Star Public Facilities Corporation is a Texas nonprofit corporation that acts on behalf of the
Town to further the public purposes under the Public Facilities Corporation Act, as it’s duly constituted
authority and instrumentality. The board of directors, appointed by the Town’s governing body, is
comprised of seven members, of whom five must be members of the Town’s governing body.
4B Economic Development Corporation is a Texas nonprofit industrial corporation under the
Development Corporation Act of 1979 formed to promote economic development within the Town and
the State of Texas in order to eliminate unemployment and underemployment, and to promote and
encourage employment and the public welfare of, for, and on behalf of the Town by developing,
implementing, financing, and providing one or more projects defined and permitted under Section 4B of
the Act. The board of directors is composed of seven persons appointed by the members of the Town’s
governing board. Four of the members of the board of directors are members of the Town’s governing
board.
Westlake Academy (Academy) is an open-enrollment charter school, as provided by Subchapter D,
Chapter 12, of the Texas Education Code. The Town of Westlake (“Charter Holder”) applied for and
iii
became the first municipality in Texas to ever receive this special charter designation. The Academy
currently has 485 students and serves Kindergarten thru 12th grade. The Academy will be graduating their
first class during the current fiscal year. The Board consists of six (6) trustees and is appointed by the
Town’s governing body. Currently, all members of the board of trustees are members of the Town’s
governing body. The Academy’s year-end is August 31.
Discretely presented component units are legally separate entities and not part of the primary
government’s operations. These component units are as follows: Texas Student Housing Authority-
Ballpark Austin Project, Texas Student Housing Corporation-The Ridge at North Texas Project, Texas
Student Housing Authority-Town Lake Austin Project, Texas Student Housing Authority-College Station
Project, and Texas Student Housing Authority.
Services Provided
The Town provides to its citizens those services that have proven to be necessary and meaningful and
which the Town can provide at the least costs. Major services provided under the general government and
enterprise functions are: Fire and emergency medical services, water and sewer utility services, park and
recreational facilities, street improvements, education and administrative services.
Economic Conditions and Outlook
The information presented in the financial statements is perhaps best understood when it is considered
from the broader of the specific environment within which the Town operates.
Local Economy
There is no question that Texas, and especially the Fort Worth-Dallas Metroplex, has fared better than
most of the country in the current recession. Nonetheless, the Town of Westlake has been affected by the
current economic downturn, as have other municipalities across our area, state, and nation. This current
economic downturn has negatively affected our Town’s budget due to our heavy reliance on sales tax
revenue to fund Town services and our debt obligations. Sales tax can be a very viable revenue source
during stable economic times. However, since it is a volitional tax i.e. - paid when someone decides to
buy a service or product), during economic down turn it often decreases.
We did, however, achieve the following milestones during the fiscal year 2008-2009:
Fidelity Regional Headquarters Phase II was completed during the current fiscal year. The
construction began during fiscal year 2007 and was completed in fiscal year 2009. This phase
includes a new building addition of approximately 600,000 sq. ft. and employees will be moving to
this Westlake location in the spring of 2010.
The $5.1 Million Westlake Academy Arts & Sciences Center Construction was started and essentially
completed
The $15 Million Phase I FM 1938 (Precinct Line Road) Project will begin construction Spring of
2010. All right of way has been acquired, and the utility companies have relocated or are in the
process of relocating their lines at this time. This is a great achievement for our area to serve
Westlake residents and businesses and to become a regional partner for citizens to travel.
FM 1938 (Precinct Line Rd) Streetscape Concept Plan was completed
iv
During FY 2007-2008 Deloitte selected Westlake as the site for their learning and leadership center,
Deloitte University. Zoning, economic development agreements, concept plans, and an off-site
development agreement have been approved to move this estimated $300 million project forward and
construction began during FY 2008-2009.
Oil and Gas Drilling/Production Ordinance was completed and adopted by the Town Council.
Stagecoach Hills Subdivision Drainage Improvement project was completed.
Terra Bella Residential Subdivision Completed - This 54.7 acre high-end single family subdivision
was completed during this fiscal year. It features 28 lots along with 22.6 acres of open space
containing approximately one mile of public trails that will connect to public trails in the adjacent
Glenwyck Farms neighborhood.
Sales tax collections increased by 2% for fiscal year 2009. Approximately 10% of the total revenues
received were due to collections based on an economic development agreement and 24% was from audit
collections. When comparing “actual” sales tax revenues with fiscal year 2008, there was a decrease of
approximately 7%.
Long-Term Financial Outlook
The Town of Westlake has developed a comprehensive capital improvements document as well as a
multi-year strategic plan. Such strategic planning assists both the Council and staff in establishing
priorities and allocating resources appropriately.
In the Fiscal Year 2009-2010 budget, the “current reality” of the Town of Westlake is as follows:
The Town relies primarily on sales tax and one-time permits/fees to fund its operation and debt
service costs.
Sales tax used to fund General Fund services is declining due to reduced business purchasing
activity and at least one significant business which had generated significant sales tax revenue
being purchased and closed.
v
Retail development that could help increase sales tax revenue has not occurred to date and based
on retail industry conditions, is unlikely to occur in the near to medium term.
A significant source of sales tax is “situs agreements” that generate sales tax revenue from
construction materials purchased for major economic development projects such as Deloitte and
Fidelity, however, these sales tax revenues are one-time revenues.
Hotel/motel occupancy tax revenue has not grown at an appreciable rate due primarily to
decreased business travel, even though the Marriott Solana expanded their room count two years
ago.
Residential building permits have decreased due to the current economic climate
Large building permits from major economic development projects such as Fidelity and Deloitte
have helped fund Town services; however, those economic development projects take years to
develop and with the payment by Deloitte of its building permits, there are no further such projects
even in the preliminary planning stages. Again, these are one-time revenue sources.
In FY 05-06 Westlake voters approved dissolving the Towns 4A half cent economic development
sales tax and replacing it with a half cent sales tax for “property tax reduction”. This provided
$2.2 million that was transferred to the General Fund and significantly increased the fund balance.
This funding infusion, while increasing the General Fund’s fund balance, has perhaps masked the
volatility and lack of diversity of the Town’s on-going revenue structure.
Fixed debt service costs are a significant part of the Town’s cost and were increased in FY 07-08
with the issuance of $2.5 million of general obligation bonds for the new Sam and Margaret Lee
Arts & Sciences Center at Westlake Academy.
Operating costs have increased to fund Town services, including Westlake Academy, as the
Town’s population, as well as the Academy campus and enrollment grow. These costs have also
grown due to natural inflationary increases.
Funding for capital projects identified in the Town’s Five (5) Year Capital Improvement Plan are
inadequate to meet basic general government infrastructure needs for streets, drainage, parks,
trails, and public buildings.
The Town’s land use plan, and the zoning that implements that land use plan, features corporate
office campuses and large lot single family residential as the primary land use pattern that is
desired for Westlake. Both of these land uses, particularly the office land use, lend themselves
more to creating a strong ad valorem tax base, not a strong sales tax base. Westlake’s certified
2009 taxable assessed valuation in Westlake is $920 million, a large ad valorem tax base for a
community 6.2 square miles in land area and a population of 703 residents.
Clearly, based on these facts, the Town’s business model, while having worked previously, shows it will
no longer work based upon current and projected economic realities and assumptions. Under the Town’s
present revenue stream, this business model is not sustainable beyond the next three (3) fiscal years.
Realigning this model becomes our critical challenge and choice.
Based on our financial forecast, FY 2009-2010 will be a pivotal year for the Town of Westlake. With a
conservative revenue forecast, conservative expenditures, and making use of some of the General Fund’s
fund balance from the $1.4 Deloitte University building permit (one-time revenue), we can weather the
vi
next fiscal year. And, if we make good use of FY 2010-2011 to engage Westlake citizens and businesses
in a conversation and dialogue regarding the choices in front of us, then FY 2010-2011 will be the time
where we can begin to position ourselves to achieve our strategic outcome of financial sustainability.
Users of this document, as well as others interested in the programs and services offered by the Town of
Westlake, are encouraged to read the Town's Fiscal Year 2009-2010 Budget. The budget details the
Town's long-term goals and financial policies, and describes program accomplishments and initiatives.
Other Information
Certificate of Achievement
The Government Finance Officers Association of the United States of America and Canada (GFOA)
awarded a Certificate of Achievement for Excellence in Financial Reporting to the Town of Westlake for
its comprehensive annual financial report (CAFR) for the fiscal year ended September 30, 2008. This was
the second year the Town has received this prestigious award. In order to be awarded a Certificate of
Achievement, a government must publish an easily readable and efficiently organized comprehensive
annual financial report. This report must satisfy both generally accepted accounting principles and
applicable legal requirements.
A Certificate of Achievement is valid for a period of one year only. We believe that our current
comprehensive annual financial report (CAFR) continues to meet the Certificate of Achievement
Program's requirements and we are submitting it to GFOA to determine its eligibility for another
certificate.
In addition, the government also received their second GFOA Distinguished Budget Presentation Award
for its annual budget document for the fiscal year beginning October 1, 2008. In order to qualify for the
Distinguished Budget Presentation Award, the Town’s budget document had to be judged proficient as a
policy document, a financial plan, an operations guide, and a communications device.
Acknowledgements
The preparation of this report could not be accomplished without the efficient and dedicated services of
the entire staff of the Finance Department. Appreciation is expressed to Town employees throughout the
organization, especially those employees who were instrumental in the successful completion of this
report.
The staff would also like to thank the Mayor and Town Council for their conservative leadership and their
support in planning and conducting the financial operations of the Town in a responsible and progressive
manner.
Respectfully Submitted,
Tom Brymer Debbie Piper, CPA
Town Manager Finance Director
Certificate of
Presented to
Town of Westlake
For its Comprehensive Annual
September 30, 2008
President
Executive Director
Financial Report
for the Fiscal Year Ended
Reporting
in Financial
for Excellence
Achievement
Text38:Texas
A Certificate of Achievement for Excellence in Financial
Reporting is presented by the Government Finance Officers
Association of the United States and Canada to
government units and public employee retirement
systems whose comprehensive annual financial
reports (CAFRs) achieve the highest
standards in government accounting
and financial reporting.
Citizens of Westlake
Mayor and Council Members
Executive
Manager
Texas Student
Housing
Town
Attorney
I.T. Staff Assistant to the
Town Manager
Town
Marshal
Deputy
Clerks
Finance
Assistant
Records &
Revenue Clerk
Town
Manager
Administrative
Coordinator
Registrar
Receptionist
A/P Clerk
Dining Hall
Nurse
Head of
Primary
Head of
Secondary
Town of
Westlake
Organizational
Chart
Municipal
Court
Finance
Department
Planning and
Development
Facilities and
Maintenance
Parks and
Recreation
Utility and
Building Tech
Fire and
EMS Staff
Public
Works
Interim Fire
Chief
PYP Coordinator
PYP Teachers
PYP Counselors
PYP Special Ed.
Librarian
MYP/DP
Coordinator
MYP/DP
Teachers
MYP/DP
Special Ed.
MYP/DP
Counselors
Town
Secretary
Administrative
Services/HR
ix
TOWN OF WESTLAKE
ELECTED OFFICIALS AND APPOINTED OFFICIALS
September 30, 2009
ELECTED OFFICIALS
Mayor LAURA WHEAT
Mayor Pro-Tem LARRY CORSON
Council Member TIM BRITTAN
Council Member CAROL LANGDON
Council Member RICK RENNHACK
Council Member REBECCA ROLLINS
APPOINTED OFFICIALS
TOM BRYMER
Town Manager
STAN LOWRY KELLY EDWARDS, TRMC
Town Attorney Town Secretary
DEBBIE PIPER, CPA GINGER AWTRY
Finance Director Assistant to the Town Manager
AMANDA DeGAN EDDIE EDWARDS
Municipal Court Administrator Director of Planning and Development
JARROD GREENWOOD RICHARD WHITTEN
Director of Public Works Interim Fire Chief
TROY MEYER TODD WOOD, SPHR, IPMA-CP
Facilities Director Director of Human Resources
Parks/Recreation Director and Administrative Services
FINANCIAL SECTION
115 SOUTH CHURCH STREET g HILLSBORO, TX 76645 g (254) 582-2583 g FAX: (254) 582-5731 g www.pbhcpa.com
AFFILIATE OFFICES: BROWNSVILLE, TX (956) 544-7778 g TEMPLE, TX (254) 791-3460 g WACO, TX (254) 772-4901
WHITNEY, TX (254) 694-4600g ALBUQUERQUE, NM (505) 266-5904
INDEPENDENT AUDITOR’S REPORT
To the Honorable Mayor
and Town Council
Town of Westlake, Texas
We have audited the accompanying financial statements of the governmental activities, the
business-type activities, each major fund, and the aggregate discretely presented component units of
the Town of Westlake, Texas (the “Town”), as of and for the year ended September 30, 2009, which
collectively comprise the Town’s basic financial statements as listed in the table of contents. These
financial statements are the responsibility of the Town’s management. Our responsibility is to
express opinions on these financial statements based on our audit.
We conducted our audit in accordance with auditing standards generally accepted in the
United States of America and the standards applicable to financial audits contained in Government
Auditing Standards, issued by the Comptroller General of the United States. Those standards require
that we plan and perform the audit to obtain reasonable assurance about whether the financial
statements are free of material misstatement. An audit includes examining, on a test basis, evidence
supporting the amounts and disclosures in the financial statements. An audit also includes assessing
the accounting principles used and significant estimates made by management, as well as evaluating
the overall financial statement presentation. We believe that our audit provides a reasonable basis for
our opinions.
In our opinion, the financial statements referred to above present fairly, in all material
respects, the respective financial position of the governmental activities, the business-type activities,
each major fund, and the aggregate discretely presented component units of the Town of Westlake,
Texas, as of September 30, 2009, and the respective changes in financial position and cash flows,
where applicable, for the year then ended in conformity with accounting principles generally
accepted in the United States of America.
In accordance with Government Auditing Standards, we have issued a report dated March 10,
2010, on our consideration of the Town’s internal control over financial reporting and our tests of
compliance with certain provisions of laws, regulations, contracts, grants and other matters. The
purpose of that report is to describe the scope of our testing of internal control over financial
reporting and compliance and the results of that testing, and not to provide an opinion on internal
control over financial reporting or on compliance. That report is an integral part of an audit
performed in accordance with Government Auditing Standards and should be considered in assessing
the results of our audit.
1
MANAGEMENT’S
DISCUSSION AND ANALYSIS
3
MANAGEMENT’S DISCUSSION AND ANALYSIS
The Town of Westlake is pleased to present this overview and analysis of the financial activities of the
Town for the fiscal year ended September 30, 2009. We encourage readers to consider the information
presented here in conjunction with additional information that we have furnished in our letter of
transmittal, which can be found in the introductory section of this report.
FINANCIAL HIGHLIGHTS
The assets of the Town exceeded its liabilities at the close of the most recent fiscal year by
$24,531,396 (net assets). This number must be viewed in the context that the vast majority of
the Town’s net assets of $20,593,721 (84%) are capital assets and that most capital assets in
government do not directly generate revenue nor can they be sold to generate liquid capital.
Those net assets restricted for specific purposes totaled $1,773,068 (7%). The remaining
$2,164,607 (9%) are unrestricted net assets and may be used to meet the government’s ongoing
obligations to citizens and creditors in accordance with the Town’s fund designation and fiscal
policies.
At of the close of the current fiscal year, the Town of Westlake’s governmental funds reported
combined ending fund balances of $6,238,839, a decrease of $2,995,465 in comparison with
the prior year. Within this total, $1,773,068 is restricted or designated by management or
council.
At the end of the current fiscal year, fund balance for the general fund was $2,725,312, a
decrease of $81,426 in comparison with the prior year. Of this total fund balance, $2,532,207
is unreserved. This represents 60% of total general fund expenditures and is equivalent to 220
operating days.
The Town’s capital assets (net of accumulated depreciation) increased by $5,145,098 which is
primarily attributed to the acquisition of land, equipment, construction of infrastructure and
buildings, and construction in progress.
The Town’s bonds payable decreased by $515,000 or 2.4%, due to the scheduled repayment of
principal on outstanding bonded debt. The Town did not issue any new bonded debt during the
fiscal year.
OVERVIEW OF THE FINANCIAL STATEMENTS
This discussion and analysis are intended to serve as an introduction to the Town’s basic financial
statements. The Town’s basic financial statements comprise three components: 1) government-wide
financial statements, 2) fund financial statements, and 3) notes to the financial statements. This report
also contains supplementary information in addition to the basic financial statements themselves.
Government-wide financial statements
The government-wide financial statements are designed to provide readers with a broad overview of
the Town’s finances, in a manner similar to a private-sector business. The government-wide financial
4
statements are prepared utilizing the economic resources measurement focus and the accrual basis of
accounting.
The statement of net assets presents information on all of the Town’s assets and liabilities with the
difference between the two reported as net assets. Over time, increases or decreases in the Town’s net
assets serve as a useful indicator of whether the financial position of the Town is improving or
weakening.
The statement of activities presents information showing how the government’s net assets changed
during the most recent fiscal year. All of the revenues and expenses are reported as soon as the
underlying event giving rise to the change occurs, regardless of the timing of related cash flows. Thus
revenues and expenses are reported in this statement for some items that will only result in cash flows
in future fiscal periods.
Both of the government-wide financial statements distinguish functions of the Town that are
principally supported by sales taxes and intergovernmental revenues (governmental activities) from
other functions that are intended to recover all or a significant portion of their costs through user fees
and charges (business-type activities). The governmental activities of the Town include general
government, public safety, culture and recreation, economic development, public works, visitor
services and education. The business-type activities of the Town include water/sewer and cemetery.
The government-wide financial statements include not only the Town (known as the primary
government), but also discretely presented component units including all of the Texas Student Housing
entities. Financial information for these component units is reported separately from the financial
information presented for the primary government itself. See pages 25-28 of the “Financial Section”
for detail on these entities. In addition, the Town has the following blended component units: Lone
Star Public Facility Corporation, 4B Economic Development Corporation, and Westlake Academy, an
open enrollment charter school owned and operated by the Town of Westlake.
Fund Financial Statements
A fund is a grouping of related accounts that is used to maintain control over resources that have been
segregated for specific activities or objectives. The Town, like other state and local governments, uses
fund accounting to ensure and demonstrate compliance with finance-related legal requirements. Below
are the three types of funds. The Town had only “Governmental funds and Proprietary funds” for the
year ended September 30, 2009.
Governmental funds - Governmental funds are used to account for essentially the same functions
reported as government activities in the government-wide financial statements. However, unlike the
government-wide financial statements, governmental fund financial statements focus on near-term
inflows and outflows of spendable resources, as well as on balances of spendable resources available
at the end of the fiscal year. Such information may be useful in evaluating a government’s near-term
financial requirements.
Because the focus of governmental funds is narrower than that of the government-wide financial
statements, it is useful to compare the information presented for governmental funds with similar
information presented for governmental activities in the government-wide financial statements. By
doing so, the reader may better understand the long-term impact of the government’s near-term
financing decisions. Both the governmental fund balance sheet and the governmental fund statement
5
of revenues, expenditures, and changes in fund balances provide a reconciliation to facilitate this
comparison between governmental funds and governmental activities.
The Town maintains ten individual governmental funds. Information is presented separately in the
governmental fund balance sheet and in the governmental fund statement of revenues, expenditures,
and changes in fund balances for the General, Visitors Association, Westlake Academy, Debt Service,
Capital Projects, FM 1938, Property Tax Reduction, Lone Star Public Facility Corporation, Westlake
4B Economic Development Corporation and Vehicle/Equipment Replacement funds, all of which are
presented as major funds.
The Town adopts an annual appropriated budget for all funds, except the Capital Projects fund which
is a project-length based budget. A budgetary comparison statement has been provided for all
appropriate funds to demonstrate compliance with this budget.
The basic governmental fund financial statements can be found on pages 16-21 of this report.
Proprietary funds - There are two types of proprietary funds, Enterprise Funds and Internal Service
Funds. An Enterprise Fund is the only proprietary fund currently maintained by the Town. Enterprise
funds are used to report the same functions presented as business-type activities in the government-
wide financial statements. The Town uses enterprise funds to account for its water and sewer activities
and its cemetery activities. All activities associated with providing such services are accounted for in
this fund, including administration, operation, maintenance, debt service, capital improvements, billing
and collection. The Town’s intent is that costs of providing the services to the general public on a
continuing basis is financed through user charges in a manner similar to a private enterprise. The
Town has no Internal Service Funds (fund to report activities that provide supplies and services for the
Town’s other programs and activities, i.e. self insurance and fleet management.)
The basic proprietary fund financial statements can be found on pages 22 - 24 on this report.
Fiduciary funds - Fiduciary funds are used to account for resources held for the benefit of parties
outside the government. Fiduciary funds are not reflected in the government-wide financial
statements because the resources of those funds are not available to support the Town’s own programs.
The accounting used for fiduciary funds is similar to the accounting used for proprietary funds. The
Town of Westlake does not currently have any fiduciary funds.
Notes to the financial statements. The notes provide additional information that is essential to a full
understanding of the data provided in the government-wide and fund financial statements. The notes
to the financial statements can be found on pages 29 - 64 of this report.
Other information. In addition to the basic financial statements and accompanying notes, this report
also presents schedules that further support the information in the financial statements.
The schedules are presented immediately following the notes to the financial statements and can be
found on pages 65 - 74.
6
GOVERNMENT-WIDE FINANCIAL ANALYSIS
As noted earlier, net assets may serve over time as a useful indicator of the government’s financial
position. In the case of the Town, assets exceeded liabilities by $24,531,396 at the close of the most
recent fiscal year.
The largest portion of the Town’s net assets, $20,593,721 (84%), reflects its investment in capital
assets (e.g. land, buildings, equipment, improvements, construction in progress, and infrastructure),
less any debt used to acquire capital assets still outstanding. The Town uses these capital assets to
provide services to citizens; consequently, these assets are not available for future spending. Although
the Town’s investment in its capital assets is reported net of related debt, it should be noted that the
resources needed to repay this debt must be provided from other sources since the capital assets
themselves cannot be used to liquidate these liabilities.
An additional portion of the Town’s net assets, $1,773,068 (7%), represents resources that are subject
to external restrictions on how they may be used. The remaining balance of unrestricted net assets,
$2,164,607 (9%), may be used to meet the government’s ongoing obligations to citizens and creditors.
Condensed Statement of Net Assets
Governmental activities: Governmental activities increased the Town’s net assets by $2,973,685. Net
assets invested in capital assets, net of related debt increased by $2,930,946 primarily due to the
addition of approximately $300 thousand for building improvements and machinery/equipment, and
$2,059,624 increase in land due to the contribution of Terra Bella open space and right of way related
to FM 1938.
Governmental Activities Business-type Activities Totals
2009 2008 2009 2008 2009 2008
Current and other assets $ 7,594,613 $ 10,728,885 $ 1,726,542 $ 1,394,559 $ 9,321,155 $ 12,123,444
Capital assets 33,197,958 27,646,486 13,083,223 13,489,597 46,281,181 41,136,083
Total Assets 40,792,571 38,375,371 14,809,765 14,884,156 55,602,336 53,259,527
Long-term liabilities
outstanding 19,721,208 20,233,906 5,658,888 5,698,939 25,380,096 25,932,845
Other liabilities 1,943,421 1,987,208 3,747,423 3,455,922 5,690,844 5,443,130
Total Liabilities 21,664,629 22,221,114 9,406,311 9,154,861 31,070,940 31,375,975
Net Assets:
Invested in capital assets,
net of related debt 13,244,689 10,313,743 7,349,032 7,726,576 20,593,721 18,040,319
Restricted 1,773,068 2,004,763 - - 1,773,068 2,004,763
Unrestricted 4,110,185 3,835,751 (1,945,578) (1,997,281) 2,164,607 1,838,470
Total Net Assets $ 19,127,942 $ 16,154,257 $ 5,403,454 $ 5,729,295 $ 24,531,396 $ 21,883,552
7
Change in Net Assets
Governmental Activities Business-type Activities Totals
2009 2008 2009 2008 2009 2008
Revenues:
Program revenues:
Fees, fines and
charges for services $ 1,478,234 $ 1,581,684
$ 2,345,236 $
2,039,406
$ 3,823,470
$ 3,621,090
Operating grants
and contributions 1,522,935 1,296,378 - - 1,522,935 1,296,378
Capital grants and
contributions 2,059,624 - - 169,034 2,059,624 169,034
General revenues:
Taxes
Sales taxes 3,664,409 3,590,575 - - 3,664,409 3,590,575
Hotel occupancy taxes 497,769 527,662 - - 497,769 527,662
Mixed beverage taxes 17,869 16,177 - - 17,869 16,177
Franchise taxes 624,401 649,108 - - 624,401 649,108
Unrestricted grants 2,960,590 2,500,817 - - 2,960,590 2,500,817
Interest on investments 61,224 188,459 7,858 32,103 69,082 220,562
Miscellaneous 568,782 564,973 77,266 44,071 646,048 609,044
Total revenues 13,455,837 10,915,833 2,430,360 2,284,614 15,886,197 13,200,447
Expenses:
General government 2,203,882 2,031,460 - - 2,203,882 2,031,460
Public safety 1,939,441 1,795,782 - - 1,939,441 1,795,782
Culture and recreation 115,770 129,641 - - 115,770 129,641
Economic development 207,044 473,451 - - 207,044 473,451
Public works 1,028,934 1,013,804 - - 1,028,934 1,013,804
Visitor services 341,270 312,777 - - 341,270 312,777
Education 3,722,705 3,305,220 - - 3,722,705 3,305,220
Interest on long-term debt 1,068,935 991,184 - - 1,068,935 991,184
Water and sewer - - 2,694,407 2,410,765 2,694,407 2,410,765
Cemetery - - 473 13,299 473 13,299
Total expenses 10,627,981 10,053,319 2,694,880 2,424,064 13,322,861 12,477,383
Excess (deficiency)
before transfers 2,827,856 862,514 (264,520) ( 139,450) 2,563,336 723,064
Transfers 61,321 220,819 (61,321) ( 220,819) - -
Change in net assets 2,889,177 1,083,333 (325,841) ( 360,269) 2,563,336 723,064
Prior period adjustment 84,508 398,967 - - 84,508 398,967
Net assets, beg. of year 16,154,257 14,671,957 5,729,295 6,089,564 21,883,552 20,761,521
Net assets, end of year $ 19,127,942 $ 16,154,257 $ 5,403,454 $ 5,729,295 $ 24,531,396 $ 21,883,552
Total revenues (including transfers) for governmental activities increased when compared to the prior
year by $2,380,506. General revenue had an increase of $357,273 while program revenues had an
increase of $2,182,731. These increases were primarily due to the following factors:
Program revenues - Charges for services decreased by $103,450; Operating Grants and
Contributions increased by $226,557 and Capital Grants and Contributions increased by
$2,059,624 which was made up of the conveyance of Terra Bella open space and FM 1938 right of
way.
General revenues - Sales tax increased by $73,834. This increase was made up of the following
components: decrease in “actual” sales taxes of $187,878, decrease of $534,035 in our economic
development revenue, and an increase of $795,747 in audit collections; Hotel occupancy taxes
8
decreased by $29,893; Franchise tax decreased by $24,707; Unrestricted grants related to the
Academy increased $459,773 due to the addition of students; Interest income decreased by $127,
235 due to decrease in rates as well as decrease in investments due to the completion of the Arts &
Sciences Center; and Miscellaneous increased by $3,809.
Expenses - Total expenses for governmental activities increased by $574,662 or approximately
6%. The components of this increase are as follows:
• General Government increase of $172,422 – major portion of this was payroll; Town
manager was here for 12 months in FY 2009 and only 5 months in FY 2008
• Public safety increase of $143,659 - Payroll expense
• Economic development decrease of $266,407 based on a contractual obligation
reimbursement. The project was nearing completion during the current fiscal year;
therefore, payment was not as much as in prior year.
• Visitor services increase of $28,493 – mostly due to contracted services with a Public
Relations firm
• Education increase of $417,485 due to more state funding based on the additional students
attending the Academy when one additional grade was added
• Interest on long-term debt increase of $77,751
Business-type activities: Business-type activities decreased the Town’s net assets by $325,841.
Expenses exceeded revenues by $264,520 based on the following: additional accounts related to
water/sewer as well as additional water/sewer revenue due to a dryer summer during the current fiscal
year attributed to an increase in revenue of $145,746 in charges for services but expenses also
increased $270,816 of which $221,111 was attributed to bad debt expense related to several accounts.
FINANCIAL ANALYSIS OF THE TOWN’S FUNDS
As noted earlier, the Town uses fund accounting to ensure and demonstrate compliance with finance-
related legal requirements.
Governmental funds. The focus of the Town’s governmental funds is to provide information on near-
term inflows, outflows, and balances of spendable resources. Such information is useful in assessing
the Town’s financing requirements. In particular, unreserved fund balance may serve as a useful
measure of a town’s net resources available for spending at the end of the fiscal year.
At the end of the current fiscal year, the Town’s governmental funds reported combined ending fund
balances of $6,238,839 a decrease of $2,995,465 in comparison with the prior year. See below for the
major reasons for this decrease:
General Fund - Fund balance decreased by $81,426. Transfers to other operating funds totaled
$278,417. See page 58 of the “Notes to the Financial Statements” for detailed information.
Visitors Association Fund - The net decrease in fund balance of $206,208 was due primarily to the
budgeted transfer out to the Debt Service Fund.
Capital Projects Fund – The net decrease in fund balance is $2,910,462. The major portion of the
decrease was due to the completion of the Arts & Sciences Center.
9
Property Tax Reduction Fund – Fund balance increased by $562,369. This fund represents ½
cent in sales tax revenues and is used to supplement various funds. Funds were transferred from
this account to General Fund and Capital Projects for FY 2009. Debt service payments were
supplemented from the Visitors Association Fund for FY 2009 when in prior years the Property
Tax Reduction Fund supplemented these payments.
4B Economic Development Corporation Fund – Fund balance decreased by $215,485. $1,132,726
was transferred to debt service for the annual bond payments.
Proprietary funds. The Town’s proprietary fund statements provide the same type of information
found in the government-wide financial statements but in more detail.
General Fund Budgetary Highlights
The General Fund budget was amended in total to increase the net change in fund balance from
$58,305 to $1,147,749 a total of $1,089,444.
• Net revenues were increased by $910,799 (19%). A portion of this is attributed to the increase
of $937,395 in building permits and fees because fees were recalculated with actual numbers
based on a large project with the remaining decrease of $26,596 being the net effect of several
amendments to revenue accounts.
• Expenditures were decreased by $299,930 (6%) of which $289,453 was due to construction not
beginning on Deloitte University when anticipated.
• Transfers out were increased by $141,285 (87%) of which $149,185 represented restricted funds
that were transferred to the Capital Projects Fund.
The general fund’s actual revenue collections fell short of the estimated by $1,606,012 million with the
major variance being the building permits & fees unfavorable variance of $1,698,873 which was due to
the fact a large payment was anticipated prior to year-end which wasn’t received until FY 2010.
Actual year-end expenditures were $385,470 less that the revised budget total. The major variances
included $85,000 because the EMS was not fully staffed throughout the year, $57,000 for building
repairs not needed during FY 2009, $44,000 in building inspections and $42,000 in public works
engineering.
Capital Assets and Debt Administration
Capital Assets. The Town’s investment in capital assets for its governmental and business-type
activities as of September 30, 2009, totaled $46,281,181 (net of accumulated depreciation). The
investment in capital assets includes land, buildings, improvements, machinery and equipment,
infrastructure, and construction in progress. The net increase in the Town’s investment in capital
assets for the current fiscal year was $5,145,098 or 12%
Major capital asset events occurring during the current fiscal year included the following:
• Developers contributed $1,198,465 in open space
• $861,159 right of way was conveyed to the Town
• Arts & Sciences Center was completed and capitalized at $4,468,406
• Capital assets additions for governmental operations included, but are not limited to, audio
visual equipment for court/council chambers and Arts & Sciences Center totaled $93,940
• Furniture and fixture additions of $153,994 for the Arts & Sciences Center
10
• $55,000 was expensed to complete a portion of the Glenwyck Farms trail extension
• Capital asset additions for business-type activities included, but are not limited to, purchase of
water taps, a generator and the automation of water meters.
Capital Assets (Net of Accumulated Depreciation)
Governmental Activities Business-type Activities Total
2009 2008 2009 2008 2009 2008
Land $ 11,530,663 $ 9,386,531 $ - $ - $ 11,530,663 $9,386,531
Capital improvements 1,839,904 1,969,796 10,313,923 10,616,292 12,153,827 12,586,088
Buildings 18,864,812 14,821,758 - - 18,864,812 14,821,758
Machinery & equipment 827,309 837,080 2,425,234 2,458,349 3,252,543 3,295,429
W/W treatment rights - - 344,066 375,826 344,066 375,826
Information/Technology - 17,476 - - - 17,476
Construction in progress 135,270 613,845 - 39,130 135,270 652,975
Total capital assets $ 33,197,958 $ 27,646,486 $ 13,083,223 $ 13,489,597$46,281,181 $ 41,136,083
Additional information on the Town’s capital assets can be found in Note III on pages 42-43 of this
report.
Long-term debt - At the end of the current fiscal year, the Town had total long-term debt outstanding
of $26,051,136. Of this amount, $20,710,000 represents bonded indebtedness, $201,402 economic
development reimbursement; $46,559 represents capital leases, and $5,734,191 business-type debt.
During the fiscal year 2008-2009, the Town’s total debt decreased by $491,063. This decrease is
primarily attributed to the principal payments on the bonded indebtedness and the lease of Apple
computers for Westlake Academy.
Standard & Poor’s Ratings Services, a division of the McGraw-Hill, Inc. rates the Town’s debt at AA-.
Additional information about the rating agency or the significance of the rating provided may be
obtained from each Standard & Poor’s web site.
Additional information on the Town’s long-term debt can be found in Note III on pages 47-50.
Governmental Activities Business-type Activities Total
2009 2008 2009 2008 2009 2008
General obligation bonds $ 9,735,000 $ 9,850,000 $- $- $ 9,735,000 $9,850,000
Certificates of obligation 10,975,000 11,375,000 - - 10,975,000 11,375,000
Contractual obligations 201,402 224,265 5,734,191 5,763,022 5,935,593 5,987,287
Capital leases 46,559 15,264 - - 46,559 15,264
Deferred amounts (641,016) (685,352) - - (641,016) (685,352)
Total long-term debt $ 20,316,945 $ 20,779,177 $5,734,191 $ 5,763,022 $ 26,051,136 $26,542,199
ECONOMIC FACTORS AND NEXT YEAR’S BUDGETS
The Town continues its conservative budget approach in fiscal year 2009-2010. Due to the continued
uncertainty of commercial development in Westlake, there will be a continued emphasis of
maintaining basic service levels without implementing a property tax. This philosophy has enabled
Westlake staff to prioritize short and mid-term goals according to available resources.
11
GENERAL FUND
• Revenue budget has decreased from the final 2009 audited revenues by approximately $629
thousand. The larger items contributing to this include:
o A decrease of $355 thousand in building permits and inspection plan reviews with a
major portion of this being due to housing start reduction of approximately 60%.
o A decrease of $70 thousand in development fees based on a reduction of anticipated
development activity.
o A reduction in estimated sales tax revenues of approximately $249 thousand based on
analysis and the fact that a $350 thousand audit (General Fund’s 1% portion) was
received in the FY 2009. We are anticipating approximately $452 thousand based on an
economic development agreement for FY 2010.
• Payroll amounts available for appropriation are $1.96 million, a decrease of approximately $48
thousand from the fiscal year audited expenditures of $2.0 million. The larger items
contributing to this include:
o A decrease of $40 thousand in Fire/Emergency Department due to moving a Lieutenant
to Interim Fire Chief and not hiring a Director of Public Safety.
• Operating Expenditure amounts available for appropriation are $2.6 million, an increase of
approximately $496 thousand from the fiscal year audited expenditures of $2.1 million. The
larger items contributing to this include:
o An increase of $452 thousand in Economic Development for Deloitte. Construction
began and the Town is anticipating this one-time expenditure for FY 2010.
o An increase of $25 thousand in Planning and Development consultant fees due to the
Deloitte construction.
o An increase of $17 thousand in Public Works engineering fees.
VISITORS ASSOCIATION FUND
• Revenue budget has decreased from the final 2009 audited revenues by approximately $62
thousand. The larger items contributing to this include:
o A decrease of $47.7 thousand in hotel tax revenues. We had budgeted this revenue to be
flat based on FY 2009 budget of $450K but received $47.7 more than anticipated during
FY 2009.
o A reduction in Arbor Day income of $4.7 thousand. This amount is offset by a decrease
in anticipated expenditures. This reduction is due to the timing of the event. One event
was held on October 4, 2008 and another on September 26, 2009; therefore, the revenues
and expenditures were based on two events instead of one for FY 2009. FY 2010’s
event will be held September 25, 2010.
o A reduction in Historical Board income of $7.1 thousand. This was the first year for the
sale of the history book; therefore, sales will subside in subsequent years.
o A reduction in interest earned of $4.1 thousand because of current interest rates and the
reduction of cash funds due to the supplemental payment of bonds in the prior fiscal
year.
• Payroll amounts available for appropriation are $182 thousand, an increase of approximately
$48 thousand from the fiscal year audited expenditures of $134 thousand. The larger items
contributing to this include:
o Addition of administrative assistant to Facilities and Human Resources departments with
a portion of the payroll being allocated to Visitors Association Fund.
o Increase of allocation for the Finance Department personnel based on percentage of time
spent related to this fund.
12
• Operating Expenditure amounts available for appropriation are $242 thousand, an increase of
approximately $35 thousand from the fiscal year audited expenditures of $206 thousand. The
larger items contributing to this include:
o An increase of $60 thousand in Marriott Marketing/Transportation - no funds were
requested or expended in the prior year.
o A decrease of $29 thousand in Historical Board expenditures – purchase of history books
in the prior year.
• Transfers out have decreased by $170 thousand due to a portion of the debt service payment for
the Westlake Academy facility being made from this fund in FY 2009 and not allocated during
FY 2010. The current year anticipates a transfer out of $100K for capital.
UTILITY FUND
• Revenue budget has increased from the final 2009 audited revenues by approximately $103
thousand. The larger items contributing to this include:
o An increase of $135 thousand in water revenue based on trend of previous years.
o A decrease of $37 thousand in sewer revenue based on projected revenue at time of
budget preparation; budget will be amended to increase this amount based on more
current revenue received.
• Payroll amounts available for appropriation are $224 thousand, an increase of approximately
$27 thousand from the fiscal year audited expenditures of $196 thousand. The larger items
contributing to this include:
o Addition of administrative assistant to Facilities and Human Resources departments with
a portion being allocated to the Utility Fund.
o Increase of allocation for Finance Department personnel based on percentage of time
spent on utility related business.
• Operating Expense amounts available for appropriation are $1.9 million, an increase of
approximately $500 thousand from the fiscal year. The larger items contributing to this
include:
o An increase of $148 thousand in TRA Wastewater treatment due to unit cost increase per
TRA documentation (new bond sale).
o An increase of $300,583 thousand in water purchases and peak payments based on
historical trends.
• Capital Projects budget increased approximately $500 thousand due to the following projects:
N-1 Sewer line inflow & infiltration repairs and transfer and Stagecoach Hills waterline
connection.
CONTACTING THE TOWN’S FINANCE DEPARTMENT
This financial report is designed to provide our citizens, customers, and investors and creditors with a
general overview of the Town’s finances and to demonstrate the Town’s accountability for the money
it receives. If you have questions about this report or need additional financial information, contact
Debbie Piper, Town of Westlake Finance Director, at 817-490-5712.
BASIC FINANCIAL STATEMENTS
Discretely
Governmental Business-type Presented
ActivitiesActivitiesTotalComponent Units
ASSETS
Cash and cash equivalents 5,556,288$ 1,267,660$ 6,823,948$ 4,818,239$
Accounts receivables (net of allowance)1,270,576 582,090 1,852,666 884,516
Internal balances339,179 339,179)( - -
Inventories - 99,371 99,371 -
Other assets26,054 - 26,054 94,180
Restricted cash and cash equivalents 38,840 116,600 155,440 6,305,234
Deferred charges 363,676 - 363,676 -
Capital assets:
Land 11,530,663 - 11,530,663 12,070,678
Buildings and improvements 25,555,631 12,853,855 38,409,486 98,734,855
Wastewater treatment rights - 635,199 635,199 -
Machinery and equipment 2,253,673 3,459,821 5,713,494 5,059,730
Construction in progress 135,270 - 135,270 -
Less: accumulated depreciation 6,277,279)( 3,865,652)( 10,142,931)( 28,458,282)(
Total capital assets 33,197,958 13,083,223 46,281,181 87,406,981
Intangible assets:
Debt issue costs, net of amortization - - - 4,156,791
Total assets 40,792,571 14,809,765 55,602,336 103,665,941
LIABILITIES
Accounts payable 928,086 99,376 1,027,462 3,510,741
Customer deposits payable - 125,540 125,540 -
Unearned revenue - 438,052 438,052 3,971,284
Accrued interest payable 419,598 3,009,152 3,428,750 11,876,396
Noncurrent liabilities:
Due within one year 595,737 75,303 671,040 62,181,016
Due in more than one year 19,721,208 5,658,888 25,380,096 56,631,792
Total liabilities 21,664,629 9,406,311 31,070,940 138,171,229
NET ASSETS
Invested in capital assets, net of related debt 13,244,689 7,349,032 20,593,721 29,945,827)(
Restricted for:
Debt service - - - 4,076,156)(
Tourism 1,244,946 - 1,244,946 -
Future projects 361,857 - 361,857 -
Court security and technology 154,265 - 154,265 -
Capital expenses 12,000 - 12,000 -
Unrestricted 4,110,185 1,945,578)( 2,164,607 483,305)(
Total net assets 19,127,942$ 5,403,454$ 24,531,396$ 34,505,288)$(
The accompanying notes are an integral part of these financial statements.
TOWN OF WESTLAKE, TEXAS
STATEMENT OF NET ASSETS
SEPTEMBER 30, 2009
Primary Government
13
Operating Capital
Charges forGrants andGrants and
Functions/Programs ExpensesServices ContributionsContributions
Primary government:
Governmental activities:
General government 2,203,882$ 677,948$ 886,400$ 1,198,465$
Public safety 1,939,441 107,634 - -
Culture and recreation 115,770 - - -
Economic Development 207,044 - - -
Public works 1,028,934 594,338 377,862 861,159
Visitor Services 341,270 - - -
Education 3,722,705 98,314 258,673 -
Interest on long-term debt 1,068,935 - - -
Total governmental activities 10,627,981 1,478,234 1,522,935 2,059,624
Business-type activities:
Water utilities2,694,407 2,345,236 - -
Cemetery 473 - - -
Total business-type activities 2,694,880 2,345,236 - -
Total primary government 13,322,861$ 3,823,470$ 1,522,935$ 2,059,624$
Component units:
Business-type activities 24,479,122$ 18,141,164$ -$ -$
Total component units 24,479,122$ 18,141,164$ -$ -$
General revenues:
Sales taxes
Hotel occupancy taxes
Mixed beverage taxes
Franchise taxes
Unrestricted grants
Realized gain on liquidation
Interest income
Miscellaneous
Transfers
Total general revenues and transfers
Change in net assets
Net assets, beginning
Prior period adjustment
Net assets, ending
The accompanying notes are an integral part of these financial statements.
TOWN OF WESTLAKE, TEXAS
STATEMENT OF ACTIVITIES
FOR THE FISCAL YEAR ENDED SEPTEMBER 30, 2009
Program Revenues
14
Discretely
GovernmentalBusiness-type Presented
ActivitiesActivitiesTotalComponent Units
558,931$ -$ 558,931$ -$
1,831,807)( - 1,831,807)( -
115,770)( - 115,770)( -
207,044)( - 207,044)( -
804,425 - 804,425 -
341,270)( - 341,270)( -
3,365,718)( - 3,365,718)( -
1,068,935)( - 1,068,935)( -
5,567,188)( - 5,567,188)( -
- 349,171)( 349,171)( -
- 473)( 473)( -
- 349,644)( 349,644)( -
5,567,188)( 349,644)( 5,916,832)( -
6,337,958)$(
6,337,958)$(
3,664,409 - 3,664,409 -
497,769 - 497,769 -
17,869 - 17,869 -
624,401 - 624,401 -
2,960,590 - 2,960,590 -
- - - 9,571,664
61,224 7,858 69,082 90,101
568,782 77,266 646,048 -
61,321 61,321)( - -
8,456,365 23,803 8,480,168 9,661,765
2,889,177 325,841)( 2,563,336 3,323,807
16,154,257 5,729,295 21,883,552 37,829,095)(
84,508 - 84,508 -
19,127,942$ 5,403,454$ 24,531,396$ 34,505,288)$(
Primary Government
Changes in Net Assets
Net (Expense) Revenue and
15
Debt
VisitorsWestlakeService
General Association Academy Fund
ASSETS:
Cash and cash equivalents 2,067,774$ 721,419$ 498,726$ -$
Receivables
Accounts receivable 535,917 76,626 116,593 -
Due from other funds 381,114 462,848 - -
Other assets3,418 - 22,636 -
Restricted cash and investments 38,840 - - -
TOTAL ASSETS 3,027,063$ 1,260,893$ 637,955$ -$
LIABILITIES AND FUND BALANCE:
Liabilities:
Accounts payable 255,922 7,397 133,302 -
Due to other funds 45,829 8,550 - -
Total liabilities 301,751 15,947 133,302 -
Fund Equity:
Fund balance
Reserved to promote tourism - 1,244,946 - -
Reserved for future projects 38,840 - - -
Reserved for court security
and technology 154,265 - - -
Reserved for capital expenditures - - - -
Unreserved and undesignated 2,532,207 - 504,653 -
Total fund equity 2,725,312 1,244,946 504,653 -
TOTAL LIABILITIES AND FUND EQUITY 3,027,063$ 1,260,893$ 637,955$ -$
Capital assets used in governmental activities are not financial resources and, therefore, are not reported in th
funds.
Long-term liabilities are not due and payable in the current period and therefore are not reported in the fund
Certain other long-term assets are not available to pay current period expenditures and therefore are no
reported in the funds
Net assets of governmental activities
The accompanying notes are an integral part of these financial statements
TOWN OF WESTLAKE, TEXAS
BALANCE SHEET
GOVERNMENTAL FUNDS
SEPTEMBER 30, 2009
16
Property Lone Star 4B Economic Vehicle/Equip.Total
CapitalFM 1938Tax Reduction Public Facility Development Replacement Governmental
Projects Fund Fund Corporation Corporation Fund Funds
707,981$ 8$ 1,243,056$ 13,569$ 253,755$ 50,000$ 5,556,288$
- 126,900175,264 - 175,264 - 1,206,564
83,02225,814- - 297,30812,0001,262,106
- - - - - - 26,054
- - - - - - 38,840
791,003$ 152,722$ 1,418,320$ 13,569$ 726,327$ 62,000$ 8,089,852$
378,751152,714 - - - - 928,086
89,243 - 350,286 - 429,019 - 922,927
467,994 152,714 350,286 - 429,019 - 1,851,013
- - - - - - 1,244,946
323,009 8 - - - - 361,857
- - - - - - 154,265
- - - - - 12,000 12,000
- - 1,068,034 13,569 297,308 50,000 4,465,771
323,009 8 1,068,034 13,569 297,308 62,000 6,238,839
791,003$ 152,722$ 1,418,320$ 13,569$ 726,327$ 62,000$
33,197,958
20,372,867)(
64,012
19,127,942$
17
VisitorsWestlake
General Association Academy
REVENUES:
Taxes
Sales1,832,205$ -$ -$
Mixed beverage 17,869 - -
Hotel occupancy - 497,769 -
Franchise 624,401 - -
State program revenues - - 3,163,129
Federal program revenues - - 56,134
Interest income 21,155 7,835 4,617
Building permits and fees 848,697 - -
Fines and penalties 523,515 - -
Contributions 38,840 - -
Miscellaneous 98,242 34,019 534,375
Total revenues 4,004,924 539,623 3,758,255
EXPENDITURES:
Current
General government 1,519,600 - -
Public safety 1,890,469 - -
Culture and recreation 115,770 - -
Public works 378,508 - -
Economic Development 229,907 - -
Visitor services - 341,270 -
Education - - 3,722,705
Capital outlay 62,278 - -
Debt service
Principal retirement - - 78,937
Interest and other fiscal charges - - 4,054
Total expenditures 4,196,532 341,270 3,805,696
EXCESS (DEFICIENCY) OF REVENUES
OVER (UNDER) EXPENDITURES 191,608)( 198,353 47,441)(
OTHER FINANCING SOURCES (USES)
Transfers in 388,599 - -
Issuance of debt - - 117,640
Transfers out 278,417)( 404,561)( 200,000)(
Total other financing sources (uses)110,182 404,561)( 82,360)(
NET CHANGE IN FUND BALANCES 81,426)( 206,208)( 129,801)(
FUND BALANCES, BEGINNING 2,806,738 1,451,154 634,454
FUND BALANCES, ENDING 2,725,312$ 1,244,946$ 504,653$
The accompanying notes are an integral part of these financial statements.
TOWN OF WESTLAKE, TEXAS
STATEMENT OF REVENUES, EXPENDITURES AND
FOR THE FISCAL YEAR ENDED SEPTEMBER 30, 2009
CHANGES IN FUND BALANCES
GOVERNMENTAL FUNDS
18
Debt Property Vehicle/Equip.Lone Star
Service Capital FM 1938Tax Reduction Replacement Public Facility
Fund Projects Fund Fund Fund Corporation
-$ -$ -$ 916,102$ -$ -$
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- 21,640 - 4,728 - 110
- - - - 12,000 -
- - - - - -
- 864,484 360,938 - - -
- 6,764 - - - -
- 892,888 360,938 920,830 12,000 110
- - - - - -
- - - - - -
- - - - - -
- - 463,314 - - -
- - - - - -
- - - - - -
- - - - - -
- 4,270,882 - - 1,954 -
515,000 - - - - -
986,587 - - - - -
1,501,587 4,270,882 463,314 - 1,954 -
1,501,587)( 3,377,994)( 102,376)( 920,830 10,046 110
1,501,587 467,532 25,814 - 51,954 -
- - - - - -
- - - 358,461)( - -
1,501,587 467,532 25,814 358,461)( 51,954 -
- 2,910,462)( 76,562)( 562,369 62,000 110
- 3,233,471 76,570 505,665 - 13,459
-$ 323,009$ 8$ 1,068,034$ 62,000$ 13,569$
19
4B Economic Total
Development Governmental
Corporation Funds
REVENUES:
Taxes
Sales 916,102$ 3,664,409$
Mixed beverage - 17,869
Hotel occupancy - 497,769
Franchise - 624,401
State program revenues - 3,163,129
Federal program revenues - 56,134
Interest income 1,139 61,224
Building permits and fees - 860,697
Fines and penalties - 523,515
Contributions - 1,264,262
Miscellaneous - 673,400
Total revenues 917,241 11,406,809
EXPENDITURES:
Current
General government - 1,519,600
Public safety - 1,890,469
Culture and recreation - 115,770
Public works - 841,822
Economic Development - 229,907
Visitor services - 341,270
Education - 3,722,705
Capital outlay - 4,335,114
Debt service
Principal retirement - 593,937
Interest and other fiscal charges - 990,641
Total expenditures - 14,581,235
EXCESS (DEFICIENCY) OF REVENUES
OVER (UNDER) EXPENDITURES 917,241 3,174,426)(
OTHER FINANCING SOURCES (USES)
Transfers in - 2,435,486
Issuance of debt - 117,640
Transfers out (1,132,726) 2,374,165)(
Total other financing sources (uses)(1,132,726) 178,961
NET CHANGE IN FUND BALANCES (215,485) 2,995,465)(
FUND BALANCES, BEGINNING 512,793 9,234,304
FUND BALANCES, ENDING 297,308$ 6,238,839$
The accompanying notes are an integral part of these financial statements.
GOVERNMENTAL FUNDS
(continued)
TOWN OF WESTLAKE, TEXAS
STATEMENT OF REVENUES, EXPENDITURES AND
FOR THE FISCAL YEAR ENDED SEPTEMBER 30, 2009
CHANGES IN FUND BALANCES
20
Amounts reported for governmental activities in the statement
of activities are different because:
Net change in fund balance - total governmental funds 2,995,465)$(
Governmentalfundsreportcapitaloutlaysasexpenditures.However,inthestatementof
activities,thecostofthoseassetsisallocatedovertheirestimatedusefullivesandreportedas
depreciationexpense.Thisistheamountbywhichdepreciationexceedscapitaloutlaysinthe
current period.5,466,964
Theissuanceoflong-termdebt(e.g.,bonds,leases)providedcurrentfinancialresourcesto
governmentalfunds,whilerepaymentoftheprincipaloflong-termdebtconsumesthecurrent
financialresourcesofgovernmentalfunds.Neithertransaction,however,hasanyeffectonnet
assets.Also,governmentalfundsreporttheeffectofissuancecosts,premiums,discounts,and
similaritemswhendebtisfirstissued,whereastheseamountsaredeferredandamortizedinthe
statementofactivities.Thisamountistheneteffectofthesedifferencesinthetreatmentof
long-term debt and related items.500,264
Someexpensesreportedinthestatementofactivitiesdonotrequiretheuseofcurrentfinancial
resources and, therefore, are not reported as expenditures in governmental funds.82,586)(
Change in net assets of governmental activities 2,889,177$
The accompanying notes are an integral part of these financial statements.
FOR THE YEAR ENDED SEPTEMBER 30, 2009
TOWN OF WESTLAKE, TEXAS
RECONCILIATION OF THE STATEMENT OF REVENUES, EXPENDITURES
AND CHANGES IN FUND BALANCES OF GOVERNMENTAL FUNDS
TO THE STATEMENT OF ACTIVITIES
21
Utility Cemetery
Fund Fund Total
ASSETS
Current assets:
Cash and cash equivalents 1,203,634$ 64,026$ 1,267,660$
Accounts receivable (net of allowance)582,090 - 582,090
Inventories - 99,371 99,371
Restricted cash and investments 116,600 - 116,600
Total current assets1,902,324 163,397 2,065,721
Noncurrent assets
Capital assets:
Buildings and improvements 12,853,855 - 12,853,855
Wastewater treatment rights 635,199 - 635,199
Machinery and equipment 3,459,821 - 3,459,821
Less: accumulated depreciation 3,865,652)( - 3,865,652)(
Total capital assets 13,083,223 - 13,083,223
Total noncurrent assets 13,083,223 - 13,083,223
Total assets14,985,547 163,397 15,148,944
LIABILITIES
Current liablities:
Accounts payable 99,335 41 99,376
Customer deposits payable 125,540 - 125,540
Accrued interest payable 3,009,152 - 3,009,152
Due to other funds 339,179 - 339,179
Unearned revenue 438,052 - 438,052
Contractual obligations 75,303 - 75,303
Total current liabilities 4,086,561 41 4,086,602
Long-term liabilities:
Contractual obligations 5,658,888 - 5,658,888
Total long-term liabilities 5,658,888 - 5,658,888
Total liabilities9,745,449 41 9,745,490
NET ASSETS
Invested in capital assets, net of related debt 7,349,032 - 7,349,032
Unrestricted 2,108,934)( 163,356 1,945,578)(
Total net assets5,240,098$ 163,356$ 5,403,454$
The accompanying notes are an integral part of these financial statements.
Business-type Activities-Enterprise Funds
TOWN OF WESTLAKE, TEXAS
STATEMENT OF NET ASSETS
PROPRIETARY FUNDS
SEPTEMBER 30, 2009
22
Utility Cemetery
FundFundTotal
OPERATING REVENUES:
Charges for services 2,345,236$ -$ 2,345,236$
Miscellaneous revenue 74,866 2,400 77,266
Total operating revenue 2,420,102 2,400 2,422,502
OPERATING EXPENSES:
Payroll costs 196,686- 196,686
Professional and contract services 29,191 473 29,664
Depreciation 427,362- 427,362
Amortization of wastewater treatment rights 31,760 - 31,760
Water purchases 781,017- 781,017
Bad Debt 221,111 - 221,111
Other operating costs 427,124 - 427,124
Total operating expenses2,114,251 473 2,114,724
OPERATING INCOME 305,851 1,927 307,778
NON-OPERATING REVENUES (EXPENSES):
Interest income 7,858- 7,858
Interest expense 580,156)( - 580,156)(
Total non-operating revenues (expenses)572,298)( - 572,298)(
INCOME (LOSS) BEFORE TRANSFERS AND
CAPITAL CONTRIBUTIONS 266,447)( 1,927 264,520)(
Transfer in15,000- 15,000
Transfer out 76,321)( - 76,321)(
Total transfers and capital contributions 61,321)( - 61,321)(
CHANGE IN NET ASSETS 327,768)( 1,927 325,841)(
TOTAL NET ASSETS, BEGINNING 5,567,866 161,429 5,729,295
TOTAL NET ASSETS, ENDING 5,240,098$ 163,356$ 5,403,454$
The accompanying notes are an integral part of these financial statements.
Business-type Activities-Enterprise Funds
TOWN OF WESTLAKE, TEXAS
STATEMENT OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETS
PROPRIETARY FUNDS
FOR THE FISCAL YEAR ENDED SEPTEMBER 30, 2009
23
Utility Cemetery Total
FundFundCurrent Year
CASH FLOWS FROM OPERATING ACTIVITIES
Cash received from customers2,516,350$ 2,400$ 2,518,750$
Cash payments to employees/retirees 196,686)( - 196,686)(
Cash payments for goods and services 1,583,434)( 515)( 1,583,949)(
Net cash provided by operating activities 736,230 1,885 738,115
CASH FLOWS FROM NONCAPITAL
FINANCING ACTIVITIES
Net interfund borrowings 315,820)( - 315,820)(
CASH FLOWS FROM CAPITAL AND
RELATED FINANCING ACTIVITIES
Principal paid on debt 28,830)( - 28,830)(
Interest paid on debt 150,647)( - 150,647)(
Purchase of property and equipment 52,748)( - 52,748)(
Net cash used by capital and related financing activities 232,225)( - 232,225)(
CASH FLOWS FROM INVESTING ACTIVITIES
Investment earnings 7,858 - 7,858
NET INCREASE IN CASH AND CASH EQUIVALENTS 196,043 1,885 197,928
CASH AND CASH EQUIVALENTS, BEGINNING 1,124,191 62,141 1,186,332
CASH AND CASH EQUIVALENTS, ENDING 1,320,234$ 64,026$ 1,384,260$
RECONCILIATION OF TOTAL CASH AND CASH EQUIVALENTS
Cash and cash equivalents 1,203,634$ 64,026$ 1,267,660$
Restricted cash and cash equivalents 116,600 - 116,600
Total cash and cash equivalents 1,320,234$ 64,026$ 1,384,260$
RECONCILIATION OF OPERATING INCOME (LOSS) TO NET CASH
PROVIDED BY OPERATING ACTIVITIES
Operating income 305,851$ 1,927$ 307,778$
Adjustments to reconcile operating loss to net
cash provided by operating activities:
Depreciation and amortization 459,122 - 459,122
Changes in operating asets and liabilities:
Receivables 111,201 - 111,201
Other assets 9,243 - 9,243
Accounts payable 134,234)( 42)( 134,276)(
Customer deposits payable 11,240 - 11,240
Deferred revenue 26,193)( - 26,193)(
Net cash provided by operating activities 736,230$ 1,885$ 738,115$
The accompanying notes are an integral part of these financial statements.
Business-type Activities-Enterprise Funds
TOWN OF WESTLAKE, TEXAS
STATEMENT OF CASH FLOWS
PROPRIETARY FUNDS
FOR THE FISCAL YEAR ENDED SEPTEMBER 30, 2009
24
Texas StudentTexas StudentTexas StudentTexas Student
Housing Housing Housing Housing
Authority -Corporation -Corporation - Authority -
Ballpark Austin The Ridge at The RidgeTown Lake
Project North Texasat San MarcosAustin Project
ASSETS
Cash and cash equivalents 494,319$ 378,062$ 16,229$ 497,321$
Accounts receivables (net of allowance)30,740 67,241 - 19,043
Other assets 8,225 19,065 - 15,000
Restricted assets:
Cash and cash equivalents 1,165,637 2,490,522 - 679,298
Capital assets:
Land 4,788,265 2,200,000 - 2,182,816
Buildings and improvement 28,338,368 25,705,000 - 16,963,841
Machinery and equipment - 1,253,841 - 1,211,085
Less: accumulated depreciation 9,116,597)( 8,343,058)( - 4,241,653)(
Intangible assets:
Debt issue costs, net of amortization 2,626,487 741,128 - 789,176
Total assets 28,335,444 24,511,801 16,229 18,115,927
LIABILITIES AND NET ASSETS
LIABILITIES
Accounts payable and accrued expneses1,086,169 1,366,043 16,229 342,015
Unearned revenue245,789 856,572 - 425,461
Accrued interest payable 4,756,275 3,241,306 - 414,032
Noncurrent liabilities:
Due within one year 755,000 29,410,221 - 240,795
Due in more than one year 35,488,094 - - 21,143,698
Total liabilities 42,331,327 34,874,142 16,229 22,566,001
NET ASSETS
Invested in capital assets, net
of related debt 10,773,058)( 8,594,438)( - 5,268,404)(
Restricted 3,590,638)( 750,784)( - 265,266
Unrestricted 367,813 1,017,119)( - 553,064
Total net assets 13,995,883)$( 10,362,341)$( -$ 4,450,074)$(
The accompanying notes are an integral part of these financial statements.
TOWN OF WESTLAKE, TEXAS
DISCRETELY PRESENTED COMPONENT UNITS
COMBINING STATEMENT OF NET ASSETS
SEPTEMBER 30, 2009
25
Texas Student
Housing
Authority -Texas Student
College StationHousing
ProjectAuthority Total
2,976,164$ 456,144$ 4,818,239$
745,117 22,375 884,516
28,476 23,414 94,180
1,969,777 - 6,305,234
2,899,597 - 12,070,678
27,727,646 - 98,734,855
2,594,804 - 5,059,730
6,756,974)( - 28,458,282)(
- - 4,156,791
32,184,607 501,933 103,665,941
700,285 - 3,510,741
2,409,709 33,753 3,971,284
3,464,783 - 11,876,396
31,775,000 - 62,181,016
- - 56,631,792
38,349,777 33,753 138,171,229
5,309,927)( - 29,945,827)(
- - 4,076,156)(
855,243)( 468,180 483,305)(
6,165,170)$( 468,180$ 34,505,288)$(
26
Operating Capital
Charges for Grants and Grants and
Functions/Programs ExpensesServicesContributionsContributions
Business-type activities:
Texas Student Housing Authority 1,113,311$ 1,241,213$ -$ -$
Texas Student Housing Authority:
College Station Project 7,062,999 5,598,433 - -
Ballpark Austin Project 5,779,490 3,512,050 - -
Town Lake Austin Project 3,977,650 2,887,751 - -
Texas Student Housing Corporation:
The Ridge at North Texas 5,940,931 4,253,414 - -
The Ridge at San Marcos 604,741 648,303 - -
Total business-type activities 24,479,122 18,141,164 - -
Total primary government 24,479,122$ 18,141,164$ -$ -$
General revenues:
Sales Tax
Realized gain on liquidation
Interest income
Miscellaneous
Total general revenues and transfers
Change in net assets
Net assets, beginning
Prior Period Adjustment
Net assets, ending
The accompanying notes are an integral part of these financial statements.
TOWN OF WESTLAKE, TEXAS
DISCRETELY PRESENTED COMPONENT UNITS
FOR THE FISCAL YEAR ENDED SEPTEMBER 30, 2009
COMBINING STATEMENT OF ACTIVITIES
Program Revenues
27
Governmental Business-type
ActivitiesActivities Total
-$ 127,902$ 127,902$
- 1,464,566)( 1,464,566)(
- 2,267,440)( 2,267,440)(
- 1,089,899)( 1,089,899)(
- 1,687,517)( 1,687,517)(
- 43,562 43,562
- 6,337,958)( 6,337,958)(
- 6,337,958)( 6,337,958)(
- - -
- 9,571,664 9,571,664
- 90,101 90,101
- - -
- 9,661,765 9,661,765
- 3,323,807 3,323,807
- 37,829,095)( 37,829,095)(
- - -
-$ 34,505,288)$( 34,505,288)$(
Net (Expense) Revenue and
Changes in Net Assets
Primary Government
28
29
TOWN OF WESTLAKE, TEXAS
NOTES TO THE FINANCIAL STATEMENTS
SEPTEMBER 30, 2009
I. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
The Town of Westlake, Texas (the “Town”) was incorporated under the provisions of the
laws of the State of Texas on December 26, 1956. The Town operates under a Board-
Manager form of government and provides the following services as authorized by the laws
of the State of Texas: public safety; cultural and recreation; and economic development.
A. Reporting Entity
The accompanying financial statements comply with the provisions of the GASB statements
No. 14 and 39. “The Financial Reporting Entity,” in that the Town’s basic financial
statements include the accounts of the Town’s financial reporting entity, including the
primary government, organizations for which the Town is financially accountable and other
organizations for which the nature and significance of their relationship with the Town are
such that inclusion would cause the Town’s financial statement to be misleading or
incomplete. The criteria for including organizations as component units within the Town’s
reporting entity, includes whether:
The organization is legally separate (can sue and be sued in their own name);
The Town holds the corporate powers of the organization;
The Town appoints a voting majority of the organization’s board;
The Town is able to impose its will on the organization;
The organization has the potential to impose a financial benefit/burden on the
Town; and
There is fiscal dependency by the organization on the Town.
Component units are blended with the balances and transactions of the Town if one of the
following criterion are met:
The component unit is substantially the same governing body as the Town; or
The component unit provides services entirely (or almost entirely) to the
Town or benefits the Town exclusively (or almost exclusively) ; or
The Town is able to impose its will on the component unit.
(continued)
30
I. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Continued)
A. Reporting Entity (Continued)
Based on the aforementioned criteria, the Town has the following component units: Lone
Star Public Facilities Corporation, 4B Economic Development Corporation, Westlake
Academy, Texas Student Housing Authority, Texas Student Housing Authority Ballpark
Austin Project; Texas Student Housing Authority Town Lake Austin Project, Texas Student
Housing Authority College Station Project, Texas Student Housing Corporation - The Ridge
at North Texas and Texas Student Housing Corporation - The Ridge at San Marcos Project.
B. Component Units
Discretely Presented
The Texas Student Housing Authority, Texas Student Housing Ballpark Austin Project,
Texas Student Housing Town Lake Austin Project, Texas Student Housing College Station
Project, Texas Student Housing Corporation – The Ridge at North Texas Project and
Texas Student Housing Corporation – San Marcos Project (collectively, “Texas Student
Housing”) are Texas nonprofit organizations as a duly constituted authority of the Town
pursuant to Section 53.35(b) of the Texas Education Code, as amended (Act). Texas Student
Housing’s primary purpose is to construct, own, and operate student housing facilities on
college campuses in Texas. The board consists of seven directors which are appointed by the
Town’s governing body, thus the governing body can impose its will on the organizations.
Housing entities are reported as Enterprise Funds. The Town is not responsible for the long-
term debt of the Texas Student Housing entities. All Texas Student Housing entities have
separately issued financial statements. These statements can be obtained by contacting the
Texas Student Housing Authority, 3 Village Circle, Suite 207, Westlake, Texas 76262.
The financial statements are formatted to allow the user to clearly distinguish between the
primary government and the discretely presented component units.
Blended
Lone Star Public Facilities Corporation is a Texas nonprofit corporation that acts on behalf
of the Town to further the public purposes under the Public Facilities Corporation Act, as it’s
duly constituted authority and instrumentality. The board of directors, appointed by the
Town’s governing body, is comprised of seven members, of whom five must be members of
the Town’s governing body.
4B Economic Development Corporation is a Texas nonprofit industrial corporation under
the Development Corporation Act of 1979 formed to promote economic development within
the Town and the State of Texas in order to eliminate unemployment and underemployment,
and to promote and encourage employment and the public welfare of, for, and on behalf of
the Town by developing, implementing, financing, and providing one or more projects
defined and permitted under Section 4B of the Act. The board of directors is composed of
seven persons appointed by the members of the Town’s governing board. Four of the
members of the board of directors are members of the Town’s governing board.
(continued)
31
I. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Continued)
B. Component Units (Continued)
Blended (Continued)
Westlake Academy (“Academy”) is an open-enrollment charter school, as provided by
Subchapter D, Chapter 12, of the Texas Education Code. The Town of Westlake (“Charter
Holder”) applied for and became the first municipality in Texas to ever receive this special
charter designation. The board consists of six trustees and is appointed by the Town’s
governing body. Currently, all the members of the board of trustees are members of the
Town’s governing body. The Academy’s year-end is August 31.
C. Government-wide and Fund Financial Statements
The government-wide financial statements (i.e., the Statement of Net Assets and the
Statement of Activities) report information on all of the non-fiduciary activities of the Town.
Governmental activities, which normally are supported by taxes and intergovernmental
revenues, are reported separately from business-type activities, which rely to a significant
extent on fees and charges for support. Likewise, the primary government is reported
separately from certain legally separate component units for which the primary government
is financially accountable.
The statement of activities demonstrates the degree to which the direct expenses of a given
function or segment is offset by program revenues. Direct expenses are those that are clearly
identifiable with a specific function or segment. Program revenues includes 1) charges to
customers or applicants who purchase, use, or directly benefit from goods, services, or
privileges provided by a given function or segment and 2) grants and contributions that are
restricted to meeting the operational or capital requirements of a particular function or
segment. Taxes and other items not properly included among program revenues are reported
instead as general revenues.
Separate financial statements are provided for governmental funds and proprietary funds.
Major individual governmental funds and major individual Enterprise Funds are reported as
separate columns in the fund financial statements.
D. Measurement Focus, Basis of Accounting, and Financial Statement Presentation
The government-wide financial statements are reported using the economic resources
measurement focus and the accrual basis of accounting, as are the proprietary fund financial
statements. Revenues are recorded when earned and expenses are recorded when a liability
is incurred, regardless of the timing of related cash flows. Grants and similar items are
recognized as revenue as soon as all eligibility requirements imposed by the provider have
been met.
(continued)
32
I. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Continued)
D. Measurement Focus, Basis of Accounting, and Financial Statement Presentation (Continued)
Governmental fund financial statements are reported using the current financial resources
measurement focus and the modified accrual basis of accounting. Revenues are recognized
as soon as they are both measurable and available. Revenues are considered to be available
when they are collectible within the current period or soon enough thereafter to pay liabilities
of the current period. For this purpose, the Town considers revenues to be available if they
are collected within 60 days of the end of the current fiscal period. Expenditures generally
are recorded when a liability is incurred, as under accrual accounting. However, debt service
expenditures, as well as expenditures related to compensated absences and claims and
judgments, are recorded only when payment is due.
Sales taxes, franchise taxes, licenses, and interest associated with the current fiscal period are
all considered to be susceptible to accrual and so have been recognized as revenues of the
current fiscal period. All other revenue items are considered to be measurable and available
only when cash is received by the Town.
The Town uses funds to report on its financial position and the results of its operations. Fund
accounting is designed to demonstrate legal compliance and to aid financial management by
segregating transactions related to certain government functions or activities. A fund is a
separate accounting entity with a self-balancing set of accounts.
Governmental Funds are those through which most governmental functions of the Town are
financed. The acquisition, use, and balances of the Town’s expendable financial resources
and the related liabilities (except those accounted for in the proprietary fund type) are
accounted for through governmental funds. The measurement focus is upon determination of
changes in financial position, rather than upon income determination.
The Town reports the following major governmental funds:
General Fund – to account for all financial resources except those required to be
accounted for in another fund. The General Fund balance is available for any
purpose, provided it is expended or transferred in accordance with the legally
adopted budget of the Town.
Special Revenue Funds – to account for the proceeds of specific revenue sources
(other than special assessments, expendable trusts, or major capital projects) that
are legally restricted to expenditures for specified purposes.
Visitors Association Fund – to account for municipal hotel occupancy
taxes collected and expenditures to promote tourism and the convention
and hotel industry.
Property Tax Reduction Fund – to account for activity relating to the
Property Tax Reduction Fund.
Westlake Academy Fund – to account for all financial resources of the
Academy.
(continued)
33
I. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Continued)
D. Measurement Focus, Basis of Accounting, and Financial Statement Presentation (Continued)
FM 1938 Fund – to account for activity relating to the FM 1938 Fund.
Vehicle and Equipment Replacement Fund – to account for activity
relating to the Vehicle and Equipment Replacement Fund.
Lone Star Public Facilities Corporation – to account for activity relating
to the Lone Star Public Facilities Corporation.
4B Economic Development Corporation – to account for activity relating
to 4B Economic Development Corporation.
Debt Service Fund – to account for resources accumulated and payments made
for principal and interest on long-term general obligation debt of governmental
funds in a Debt Service Fund.
Capital Projects Fund –to account for proceeds from long-term financing and
revenue and expenditures related to authorized construction and other capital asset
acquisitions.
Proprietary Funds distinguish operating revenues and expenses from nonoperating items.
Operating revenues and expenses generally result from providing services and producing and
delivering goods in connection with a proprietary fund’s principal ongoing operations. The
principal operating revenues of the Town’s Enterprise Fund are charges to customers for
sales and services. Operating expenses for the Enterprise Fund include the cost of sales and
services, administrative expenses, and depreciation on capital assets. All revenue and
expenses not meeting this definition are reported as nonoperating revenue and expenses.
The Town reports the following major proprietary fund:
Utility Fund – to account for revenues and expenses related to providing water
and sewer services to the general public on a continuing basis. Enterprise Fund
equity is segregated into contributed capital and retained earnings.
Cemetery Fund – to account for the operations of the Town’s cemetery.
Private-sector standards of accounting and financial reporting issued prior to December 1,
1989, generally are followed in both government-wide and proprietary fund financial
statements to the extent that those standards do not conflict with or contradict guidance of the
Governmental Accounting Standards Board. Governments also have the option of following
subsequent private-sector guidance for their business-type activities and Enterprise Funds,
subject to this same limitation. The Town has elected not to follow subsequent private-sector
guidance.
(continued)
34
I. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Continued)
D. Measurement Focus, Basis of Accounting, and Financial Statement Presentation (Continued)
As a general rule, the effect of interfund activity has been eliminated from the government-
wide financial statements. Exceptions to this general rule are charges between the Town’s
water and wastewater function and various other functions of the government. Elimination
of these charges would distort the direct costs and program revenue reported for the various
functions concerned.
Amounts reported as program revenues include: 1) charges to customer or applicants for
goods, services, or privileges provided, 2) operating grants and contributions, and 3) capital
grants and contributions, including special assessments. Internally dedicated resources are
reported as general revenues rather than as program revenue. Likewise, general revenue
includes all taxes.
E. Assets, Liabilities, and Net Assets or Equity
Cash and Cash Equivalents
Cash and investments of all funds, including restricted cash, are available upon demand and
are considered to be “cash equivalents.”
For purposes of the statement of cash flows, the Town considers highly-liquid investments
(including restricted assets) with an original maturity of three months or less when purchased
to be cash equivalents.
State statues authorize the Town to invest in (1) obligations of the United States or its
agencies and instrumentalities; (2) direct obligations of the State of Texas or its agencies; (3)
other obligations, the principal of and interest on which are unconditionally guaranteed or
insured by the State of Texas or the United States; (4) obligations of states, agencies,
counties, cities, and other political subdivisions of any state having been rated as to
investment quality by a nationally recognized investment rating firm and having received a
rating of not less than “A” or its equivalent; (5) certificates of deposit by state or national
banks domiciled in this state that are (a) guaranteed or insured by the Federal Deposit
Insurance Corporation, or its successor; or, (b) secured by obligations that are described by
(1) – (4); or (6) fully collateralized direct repurchase agreements having a defined
termination date, secured by obligations described by (1) pledged with third-party selected or
approved by the Town, and placed through a primary government securities dealer.
All investments are recorded at fair value based on quoted market prices. Fair value is the
amount at which a financial instrument could be exchanged in a current transaction between
willing parties.
(continued)
35
I. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Continued)
E. Assets, Liabilities, and Net Assets or Equity (Continued)
Interfund Receivables and Payables
During the course of operations, numerous transactions occur between individual funds for
goods provided or services rendered. These receivables and payables are classified as “due
from other funds” or “due to other funds” on the balance sheet. Any residual balances
outstanding between the governmental activities and business-type activities are reported in
the government-wide financial statements as “internal balances.”
Restricted Assets
Certain bond proceeds, as well as certain resources set aside for their repayment, are
classified as restricted assets on the balance sheet because their use is limited by applicable
bond covenants.
Inventories
Inventories, which are expended as they are consumed, are stated at the lower of cost or
market on a first-in, first-out basis.
Fund Changes and Transactions Between Funds
Legally authorized transfers are treated as operating transfers and are included in the results
of operations of both governmental and proprietary funds.
The Town allocates an indirect cost percentage of the salaries, wages and related costs of
personnel who perform administrative services as well as other indirect costs necessary for
the operation of various funds. Expenses are budgeted and paid from the appropriate fund.
Capital Assets
All fixed assets are valued at historical cost or estimated historical cost if actual historical
cost is not available. Donated assets are valued at their fair market value on the date donated.
Assets capitalized have an original cost of $5,000 or more and over three years of life.
The cost of nominal maintenance and repairs that do not add value to the asset or materially
extend assets’ lives are not capitalized.
Depreciation has been calculated on each class of depreciable property using the straight-line
method. Estimated useful lives are as follows:
Assets Years
Water and sewer system 10-50
Buildings 20-50
Machinery and equipment 4-10
Improvements 5-30
Information systems and software 3 (continued)
36
I. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Continued)
E. Assets, Liabilities, and Net Assets or Equity (Continued)
Compensated Absences
The Town’s policy allows employees to earn 5 days of vacation and 5 days of sick leave after
six months of service and 10 days of vacation and 10 days of sick leave upon completion of a
year of service. After completion of 5 years of service, 15 days of vacation and 15 days of
sick leave per year are earned. After completion of 10 years of service, 20 days of vacation
and 20 days of sick leave per year are earned. No accumulated, unused sick time or vacation
is payable upon termination or retirement.
Long-term Obligations
In the government-wide financial statements and proprietary fund types in the fund financial
statements, long-term debt and other long-term obligations are reported as liabilities in the
applicable governmental activities, business-type activities, or proprietary fund type
statement of net assets. Bond premiums and discounts, as well as issuance costs, are deferred
and amortized over the life of the bonds using the straight-line method, which approximates
the effective interest method. Bonds payable are reported net of the applicable bond
premium or discount. Bond issuance costs are reported as deferred charges and amortized
over the term of the related debt. In the fund financial statements, governmental fund types
recognize bond premiums and discounts, as well as issuance costs during the current period.
The face amount of the debt issued is reported as other financing sources. Premiums
received on debt issuances are reported as other financing sources while discounts are
reported as other financing uses. Issuance costs, even if withheld from the actual proceeds,
are reported as expenditures.
Reserved and Designated Fund Equity
Reserved fund balances are not appropriable for expenditure or are legally segregated for a
specific future use. Designated fund balances are established to indicate tentative plans for
financial resources utilization in a future period.
Net Assets
Net assets represent the difference between assets and liabilities. Net assets invested in
capital assets, net of related debt consists of capital assets, net of accumulated depreciation,
reduced by the outstanding balances of any borrowing used for the acquisition, construction
or improvement of those assets, adding back unspent proceeds. Net assets are reported as
restricted when there are limitations imposed on there use either through enabling legislations
adopted by the Town or through external restrictions imposed by creditors, grantors or laws
or regulations of other governments.
(continued)
37
I. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Continued)
E. Assets, Liabilities, and Net Assets or Equity (Continued)
Estimates
The preparation of financial statements, in conformity with generally accepted accounting
principles, requires management to make estimates and assumptions that affect the reported
amounts of assets and liabilities and disclosures of contingent liabilities at the date of the
financial statements and the reported amounts of revenue and expenses during the reporting
period. Actual amounts could differ from those estimates.
II. RECONCILIATION OF GOVERNMENT-WIDE AND FUND FINANCIAL
STATEMENTS
Explanation of Certain Differences Between the Governmental Fund Balance Sheet and
the Government-wide Statement of Net Assets
The governmental fund balance sheet includes a reconciliation between fund balance – total
governmental funds and net assets – governmental activities as reported in the government-wide
statement of net assets. One element of that reconciliation explains, “Long-term liabilities are
not due and payable in the current period and therefore are not reported in the funds.” The
details of this $20,372,867 difference are as follows:
Certificates of obligation bonds 20,911,402$
Deferred charges for issuance costs (to be amortized
over life of debt)(1,004,692)
Capitalized lease obligations 46,559
Accrued interest payable 419,598
Net adjustment to reduce fund balance - total
governmental funds to arrive at net assets -
governmental activities 20,372,867$
(continued)
38
II. RECONCILIATION OF GOVERNMENT-WIDE AND FUND FINANCIAL
STATEMENTS (Continued)
Explanation of Certain Differences Between the Governmental Fund Statement of
Revenue, Expenditures and Changes in Fund Balances and the Government-wide
Statement of Activities
The governmental fund statement of revenues, expenditures and changes in fund balances
includes a reconciliation between net changes in fund balances – total governmental fund and
changes in net assets of governmental activities as reported in the government-wide statement of
activities. One element of that reconciliation explains, “Governmental funds report capital
outlays as expenditures. However, in the statement of activities, the cost of those assets is
allocated over their estimated useful lives and reported as depreciation expense.” The details of
this $5,466,964 difference are as follows:
Capital contributions 2,059,624$
Capital outlay ($42,348 reclassified to expense repairs)4,292,766
Depreciation expense (885,426)
Net adjustment to decrease net changes in fund balances -
total governmental funds to arrive at changes in net
assets of governmental activities 5,466,964$
Another element of that reconciliation states, “The issuance of long-term debt (e.g., bonds,
leases) provides current financial resources to governmental funds, while the repayment of the
principal of long-term debt consumes the current financial resources of governmental funds.
Neither transaction, however, has any effect on net assets. Also, governmental funds report the
effect of issuance costs, premiums, and similar items when debt is first issued, whereas these
amounts are deferred and amortized in the statement of activities. Details of this $500,264
difference are as follows:
Principal repayments:
General obligation debt515,000$
Capital lease86,345
Deferred rebates22,863
Debt issuance:
General obligation debt(117,640)
Deferred expenses (refund)(6,304)
Net adjustment to increase net changes in fund balances -
total governmental funds to arrive at changes in net
assets of governmental activities 500,264$
(continued)
39
II. RECONCILIATION OF GOVERNMENT-WIDE AND FUND FINANCIAL
STATEMENTS (Continued)
Explanation of Certain Differences Between the Governmental Fund Statement of
Revenue, Expenditures and Changes in Fund Balances and the Government-wide
Statement of Activities (Continued)
Another element of that reconciliation states, “Some expenses reported in the statement of
activities do not require the use of current financial resources and therefore are not reported as
expenditures in governmental funds.” The details of this $82,586 difference are as follows:
Municipal court fines 4,292$
Accrued interest 17,575
Amortization of deferred charge on refunding 44,336
Amortization of issuance costs 16,383
Net adjustment to decrease net changes in fund balances -
total governmental funds to arrive at changes in net
assets of governmental activities 82,586$
III. DETAILED NOTES ON ALL FUNDS
Deposits and Investments
Legal provisions generally permit the Town to invest in certificates of deposit, repurchase
agreements, public funds investment pools, direct obligations of the United States of America or
its subdivisions and state and local government securities.
The Town did not engage in repurchase or reverse repurchase agreement transactions during the
current year.
During the year ended September 30, 2009, the Town had investments with TexPool. TexPool, a
public funds investment pool created by the Treasurer of the State of Texas acting by and
through the Texas Treasury Safekeeping Trust Company, which is empowered to invest funds
and acts as custodian of investments purchased with local investment funds. These investments
are not required to be categorized because the investor is not issued securities, but rather it owns
an undivided beneficial interest in the assets of the respective funds. The fair value of the
position in TexPool is the same as the value of the pool shares.
On September 1, 1989, local government investment pools became authorized investments for
the majority of public entities in Texas. The Interlocal Cooperation Act was amended by the 71st
Texas Legislature to facilitate the creation of local government investment pools in Texas. This
act permits the creation of investment pools to which a majority of political subdivisions (local
governments) may delegate, by contract, the authority to make investments purchased with local
investment funds and to hold legal title as custodian of the investments. TexPool was organized
to conform with the Interlocal Cooperation Act, Chapter 791 of the Texas Government Code,
and the Public Funds Investment Act, Chapter 2256 of the Texas Government Code.
(continued)
40
III. DETAILED NOTES ON ALL FUNDS (Continued)
Deposits and Investments (Continued)
The Public Funds Investment Act (Government Code Chapter 2256) contains specific provisions
in the areas of investment practices, management reports and establishment of appropriate
policies. Among other things, it requires the Town to adopt, implement, and publicize its
investment policy. That policy must address the following areas: (1) safety of principal and
liquidity, (2) portfolio diversification, (3) allowable investments, (4) acceptable risk levels, (5)
expected rates of return, (6) maximum allowable stated maturity of portfolio investments, (7)
maximum average dollar – weighted maturity allowed based on the stated maturity date for the
portfolio, (8) investment staff quality and capabilities, and (9) bid solicitation preferences for
certificates of deposit. Statutes and the Town’s investment policy authorized the Town to invest
in the following investments as summarized in the table below:
MaximumMaximum
Authorized MaximumPercentageInvestment
Investment TypeMaturityof Portfolioin One Issuer
Obligations of, or guaranteed by
Governmental entities2 yearsNoneNone
Certificates of deposit1 yearNoneNone
Mutual funds2 years80%None
Investment pools -None None
At September 30, 2009, the Town’s investments included investment pools in the name of
the Town or its agent in the Town’s name. The Town’s investments were as follows:
MinimumRating
Carrying Fair Legalas of
Primary governmentAmount ValueRatingYear-end
Investments:
TexPool 6,251,494$ 6,251,494$ N/AAAA-m
Cash 727,894 727,894 N/AN/A
Total cash and investments 6,979,388$ 6,979,388$
Reconciliation of total cash and investments at September 30, 2009, are as follows:
Cash and cash equivalents 6,823,948$
Restricted cash and investments 155,440
Total cash and investments 6,979,388$
(continued)
41
III. DETAILED NOTES ON ALL FUNDS (Continued)
Deposits and Investments (Continued)
The Town’s entire cash deposits in the bank of $1,594,178 on September 30, 2009, were covered
by federal depository insurance or by collateral.
Carrying Weighted Average
Component units AmountFair ValueMaturity (Days)
Investments:
Cash and cash equivalents 4,818,239$ 4,818,239$ N/A
Total 4,818,239$ 4,818,239$
Interest Rate Risk. This is the risk that changes in market interest rates will adversely affect the
fair value of an investment. Generally, the longer the maturity of an investment the greater the
sensitivity of its fair value to changes in market interest rates. One of the ways that the Town
manages its exposure to interest rate risk is by investing in investment pools which purchase a
combination of shorter term investments with an average maturity of less than 29 days thus
reducing the interest rate risk. The Town monitors the interest rate risk inherent in its portfolio
by measuring the weighted average maturity of its portfolio. The Town has no specific
limitations with respect to this metric.
Credit Risk. This is the risk that an issuer of an investment will not fulfill its obligation to the
holder of the investment. This is measured by the assignment of a rating by a nationally
recognized statistical rating organization. Presented above is the minimum rating required by
(where applicable) the Public Funds Investment Act, the Town’s investment policy, or debt
agreements, and the actual rating as of year-end for each investment type.
(continued)
42
III. DETAILED NOTES ON ALL FUNDS (Continued) Capital Assets
Capital asset activity for the year ended September 30, 2009, was as follows:
Primary Government
Beginning Prior PeriodEnding
Balance IncreasesDecreasesAdjustmentBalance
Governmental activities:
Capital assets, not being depreciated:
Land 9,386,531$ 2,059,624$ -$ 84,508$ 11,530,663$
Construction in progress 613,845 3,989,831 4,468,406 - 135,270
Total assets not being depreciated 10,000,376 6,049,455 4,468,406 84,508 11,665,933
Capital assets, being depreciated:
Capital improvements4,287,188 55,000 - - 4,342,188
Buildings 16,745,037 4,468,406 - - 21,213,443
Machinery and equipment 1,953,308 247,935 - - 2,201,243
Information systems and software 52,430 - - - 52,430
Total capital assets being depreciated 23,037,963 4,771,341 - - 27,809,304
Less accumulated depreciation:
Capital improvements 2,317,392 184,892 - - 2,502,284
Buildings 1,923,279 425,352 - - 2,348,631
Machinery and equipment 1,116,228 257,706 - - 1,373,934
Information systems and software 34,954 17,476 - - 52,430
Total accumulated depreciation 5,391,853 885,426 - - 6,277,279
Total capital assets being
depreciated, net 17,646,110 3,885,915 - - 21,532,025
Governmental activities capital
assets, net 27,646,486$ 9,935,370$ 4,468,406$ 84,508$ 33,197,958$
Business-type activities:
Capital assets, not being depreciated:
Construction in progress 39,130$ -$ 39,130$ -$ -$
Total assets not being depreciated 39,130 - 39,130 - -
Capital assets, being depreciated:
Capital improvements12,853,855 - - - 12,853,855
Wastewater treatment rights 635,199 - - - 635,199
Machinery and equipment 3,367,943 91,878 - - 3,459,821
Total capital assets being depreciated 16,856,997 91,878 - - 16,948,875
Less accumulated depreciation:
Capital improvements2,237,563 302,369 - - 2,539,932
Wastewater treatment rights 259,373 31,760 - - 291,133
Machinery and equipment 909,594 124,993 - - 1,034,587
Total accumulated depreciation 3,406,530 459,122 - - 3,865,652
Total capital assets being
depreciated, net 13,450,467 367,244)( - - 13,083,223
Business-type activities capital
assets, net 13,489,597$ 367,244)$( 39,130$ -$ 13,083,223$
(continued)
43
III. DETAILED NOTES ON ALL FUNDS (Continued)
Capital Assets (Continued)
Depreciation was charged to departments of the primary government as follows:
Governmental activities:
General government641,933$
Public safety56,380
Public works 187,113
Total depreciation expense - governmental activities 885,426$
A summary of discretely presented component units’ capital assets at September 30, 2009,
follows:
Texas Student Housing Authority - Ballpark Austin Project
Beginning Ending
BalanceAdditionsDeletionsBalance
Capital assets, not being depreciated:
Land 4,788,265$ -$ -$ 4,788,265$
Total capital assets,
not being depreciated 4,788,265 - - 4,788,265
Capital assets, being depreciated:
Building 21,345,305 - - 21,345,305
Furniture and fixtures 6,993,063 - - 6,993,063
Total capital assets,
being depreciated 28,338,368 - - 28,338,368
Less accumulated depreciation for:
Building 4,743,401 711,510 - 5,454,911
Furniture and fixtures 3,434,200 227,486 - 3,661,686
Total accumulated depreciation 8,177,601 938,996 - 9,116,597
Total capital assets,
being depreciated, net 20,160,767 938,996)( - 19,221,771
Capital assets, net 24,949,032$ 938,996)$( -$ 24,010,036$
(continued)
44
III. DETAILED NOTES ON ALL FUNDS (Continued)
Capital Assets (Continued)
Texas Student Housing Corporation - The Ridge at North Texas
Beginning Ending
Balance Additions Deletions Balance
Capital assets, not being depreciated:
Land 2,200,000$ -$ -$ 2,200,000$
Total capital assets,
not being depreciated 2,200,000 - - 2,200,000
Capital assets, being depreciated:
Building 25,705,000 - - 25,705,000
Furniture and fixtures 1,253,841 - - 1,253,841
Total capital assets,
being depreciated 26,958,841 - - 26,958,841
Less accumulated depreciation for:
Building 5,131,041 856,833 - 5,987,874
Furniture and fixtures 2,332,540 22,644 - 2,355,184
Total accumulated depreciation 7,463,581 879,477 - 8,343,058
Total capital assets,
being depreciated, net 19,495,260 879,477)( - 18,615,783
Capital assets, net 21,695,260$ 879,477)$( -$ 20,815,783$
Texas Student Housing Authority - The Ridge at San Marcos
Beginning
Balance Additions Deletions Adjustments
Ending
Balance
Capital assets, not being depreciated
Land1,552,207$ -$ -$ (1,552,207)$ -$
Total capital assets,
not being depreciated1,552,207 - - (1,552,207) -
Capital assets, being depreciated:
Building15,875,143- - (15,875,143) -
Furniture, fixtures and equipment 818,332 - - (818,332) -
Total capital assets,
being depreciated16,693,475 - - (16,693,475) -
Less accumulated depreciation 4,841,486 - - (4,841,486) -
Total capital assets,
being depreciated, net11,851,989 - - (11,851,989) -
Capital assets, net 13,404,196$ -$ -$ (13,404,196)$ -$
(continued)
45
III. DETAILED NOTES ON ALL FUNDS (Continued)
Capital Assets (Continued)
Texas Student Housing Authority - Town Lake Austin Project
Beginning Ending
BalanceAdditionsRetirementsBalance
Capital assets, not being depreciated:
Land 2,182,816$ -$ -$ 2,182,816$
Total capital assets,
not being depreciated 2,182,816 - - 2,182,816
Capital assets, being depreciated:
Building and improvements13,270,150 - - 13,270,150
Capitalized purchase costs887,095 - - 887,095
Land improvements 2,806,596 - - 2,806,596
Unit appliances 295,134 - - 295,134
Furniture and fixtures 915,951 - - 915,951
Total capital assets,
being depreciated 18,174,926 - - 18,174,926
Less accumulated depreciation for:
Building and improvements2,396,181 604,098 - 3,000,279
Capitalized purchase costs146,764 28,484 - 175,248
Land improvements374,212 - - 374,212
Unit appliances 168,648 - - 168,648
Furniture and fixtures 523,266 - - 523,266
Total accumulated depreciation 3,609,071 632,582 - 4,241,653
Total capital assets,
being depreciated, net 14,565,855 632,582)( - 13,933,273
Capital assets, net 16,748,671$ 632,582)$( -$ 16,116,089$
(continued)
46
III. DETAILED NOTES ON ALL FUNDS (Continued)
Capital Assets (Continued)
Texas Student Housing Authority - College Station Project
Beginning Ending
BalanceAdditionsRetirementsReclassBalance
Capital assets, not being depreciated:
Land 2,899,597$ -$ -$ -$ 2,899,597$
Total capital assets,
not being depreciated 2,899,597 - - - 2,899,597
Capital assets, being depreciated:
Building 27,727,646 - - - 27,727,646
Furniture and fixtures 2,594,804 - - - 2,594,804
Total capital assets,
being depreciated 30,322,450 - - - 30,322,450
Less accumulated depreciation for:
Building 3,610,527 896,176 - 134,416)( 4,372,287
Furniture and fixtures 1,764,191 486,080 - 134,416 2,384,687
Total accumulated depreciation 5,374,718 1,382,256 - - 6,756,974
Total capital assets,
being depreciated, net 24,947,732 1,382,256)( - - 23,565,476
Capital assets, net 27,847,329$ 1,382,256)$( -$ -$ 26,465,073$
Restricted Cash
General Fund
Within the governmental funds, $38,840 in cash and cash equivalents represents funds held to
assist in the financing of future projects.
Proprietary Fund
Within the proprietary funds, $116,600 of the fund represents customer deposits received for
water and sewer usage that are refundable upon termination of service.
Discretely Presented Component Units
Within the discretely presented component units, $6,305,234 in cash and cash equivalents
represents funds held for debt service.
(continued)
47
III. DETAILED NOTES ON ALL FUNDS (Continued)
Capital Leases
The Town entered into a lease agreement as lessee for financing the acquisition of a vehicle for
the warrant division of the municipal court. The lease agreement qualifies as a capital lease for
accounting purposes and, therefore, has been recorded at the present value of their future
minimum lease payments as of the inception date.
Governmental
Activities
Asset:
Machinery and equipment 23,000$
Less: Accumulated depreciation (13,800)
Total 9,200$
Westlake Academy entered into lease agreement as a lessee for financing the acquisition of
computers for student use. The lease agreement qualifies as a capital lease for accounting
purposes and, therefore, has been recorded at the present value of their future minimum lease
payments as of the inception date. The computers were not capitalized because the value of each
one was less than $5,000.
The future minimum lease obligations and the net present value of these minimum lease
payments as of September 30, 2009, were as follows:
Year Ending Sept. 30
Governmental
Activities
201049,827$
Total minimum lease payments49,827
Less: amount representing interest(3,268)
Present value of minimum lease payments 46,559$
(continued)
48
III. DETAILED NOTES ON ALL FUNDS (Continued)
General Long-term Debt
Long-term liability activity for the year ended September 30, 2009, was as follows:
Beginning EndingDue Within
BalanceAdditionsReductionsBalanceOne Year
Combination tax and limited
Pledge Revenue Certificates
of Obligation, Series 20025,395,000$ -$ 250,000$ 5,145,000$ 265,000$
Combination tax and limited
Pledge Revenue Certificates
of Obligation, Series 20035,980,000 - 150,000 5,830,000 155,000
General Obligation Refunding
Bonds, Series 2007 7,350,000 - 20,000 7,330,000 20,000
Less deferred amounts
on refunding 685,352)( - 44,336)( 641,016)( -
General Obligation
Bonds, Series 2008 2,500,000 - 95,000 2,405,000 85,000
Capital leases 15,264 117,640 86,345 46,559 46,559
Fidelity Tax Reimbursement 224,265 - 22,863 201,402 24,178
20,779,177$ 117,640$ 579,872$ 20,316,945$ 595,737$
Debt service requirements of certificates of obligation and general obligations to be retired from
governmental funds are as follows:
Year Ending Total
September 30,Principal Interest Requirements
2010 525,000 973,250 1,498,250
2011 555,000 946,778 1,501,778
2012 580,000 918,450 1,498,450
2013 610,000 888,528 1,498,528
2014 640,000 856,906 1,496,906
2014-2018 3,710,000 3,792,848 7,502,848
2019-2023 4,710,000 2,792,179 7,502,179
2024-2028 5,755,000 1,558,377 7,313,377
2029-2033 3,625,000 327,315 3,952,315
Total 20,710,000$ 13,054,631$ 33,764,631$
On August 10, 1998, the Town entered into an economic development agreement with Fidelity
Texas Limited Partnership (“Fidelity”) which provided that Fidelity will receive a rebate of one
percent of local sales taxes collected by the Town and paid by Fidelity. The agreement provided
that the rebate will be paid to Fidelity within 30 days of each calendar quarter from the sales
taxes received by the Town. On November 13, 2000, the agreement was amended to allow for a
payment schedule of 15 annual equal installments for sales tax rebate due and payable to
Fidelity. The amount due will not bear interest. The loan is discounted to present value and
amortized over the life of the loan using the effective interest method.
(continued)
49
III. DETAILED NOTES ON ALL FUNDS (Continued)
General Long-term Debt (Continued)
Debt service requirements for deferred rebates to be retired from governmental funds are as
follows:
Year Ending Total
September 30,Principal InterestRequirements
2010 24,178 11,581 35,759
2011 25,568 10,190 35,758
2012 27,038 8,720 35,758
2013 28,593 7,165 35,758
2014 30,237 5,522 35,759
2015-2016 65,788 5,727 71,515
Total 201,402$ 48,905$ 250,307$
The Certificates of Obligation, Series 2002 and 2003 require the Town to provide certain
updated financial information and operating data to certain information vendors annually, as
permitted by SEC Rule 15c2-12 (the “Rule”). The issuer will provide the updated information
to each nationally recognized municipal securities information repository (“NRMSIR”) and to
any state information depository (“SID”) that is designated by the State of Texas and approved
by the staff of the United States Securities and Exchange Commission (the “SEC”).
During the previous fiscal year, the Town issued General Obligation bonds of $2.5 million.
These bonds were used for the construction of an Arts & Sciences Center that was completed
during the current fiscal year.
Proprietary Long-term Debt
Elevated Water Storage Facility
On October 9, 2000, the Town approved an interlocal agreement with the City of Keller, which
provided for the joint construction, operation, maintenance and use of an elevated water storage
facility and appurtenances. The Town recorded a contractual obligation of $1,466,000 based on
the terms of the interlocal agreement, which requires 20 annual principal and interest payments
to the City of Keller, with payments due each September 30 at interest rates ranging from 5.0%
to 5.65%.
(continued)
50
III. DETAILED NOTES ON ALL FUNDS (Continued)
Proprietary Long-term Debt (Continued)
Dove Road Water Line and West Pump Station
In April 2000, the Town approved an agreement with the Hillwood Development Corporation
(“Hillwood”). In the agreement, Hillwood agreed to bear all initial costs for the design,
engineering and constructions of the Dove Road Water Line and the West Pump Station that will
service the residents of the Town. The Town agreed to reimburse Hillwood for the cost of the
project upon completion and the Town’s acceptance of the project, which occurred in June 2001,
solely from a $.25 charge per 1,000 gallons of usage. The Town further agreed to deposit debt
service revenue of $.25 per 1,000 gallons of usage collected from Town residents to fund its
repayment to Hillwood. Debt service revenue will be allocated between Hillwood service area and
Town service area by 52% and 48%, respectively and deposited into two separate debt service
funds that will result in debt service revenue to pay the respective share of the construction cost.
The Town recorded a limited pledge contractual obligation of $4,679,944 for the project cost based
upon the terms of the agreement, which requires 239 monthly principal and interest payments to
Hillwood, at an interest rate of 6.75%. If the Town collects insufficient funds to pay current
interest on the debt, the interest payment may be deferred. No portion of debt payments will be
applied to the principal component, until all current and deferred interest is fully paid.
Proprietary long-term debt as of September 30, 2009, is as follows:
Outstanding OutstandingCurrent
Description 9/30/2008IssuedRetired9/30/2009Portion
Contractual obligations:
Elevated water storage1,083,078$ -$ 28,831$ 1,054,247$ 75,303$
Limited pledge contractual
obligation:
Dove Road Water Line and
West Pump Station 4,679,944 - - 4,679,944 -
5,763,022$ -$ 28,831$ 5,734,191$ 75,303$
The schedule of future payments by the Town under these agreements is as follows:
Year Ending Total
September 30,Principal Interest Requirements
2010 75,303 576,126 651,429
2011 78,508 610,613 689,121
2012 81,712 647,482 729,194
2013 86,519 686,868 773,387
2014 91,325 728,930 820,255
2015-2019 520,715 4,388,221 4,908,936
2020-2024 120,165 1,791,996 1,912,161
2025 4,679,944 - 4,679,944
Total 5,734,191$ 9,430,236$ 15,164,427$ (continued)
51
III. DETAILED NOTES ON ALL FUNDS (Continued)
Discretely Presented Long-term Debt
Texas Student Housing Authority - College Station Project
The Project’s installment note payable is summarized as follows:
Interest
Lender/Security/Due DateRateBalance
CambridgeStudentHousingFinancingCompany,
L.P.;substantiallyallassetsandassignmentof
rents; due November 1, 2039 8.00%31,775,000$
The Project’s installment note is payable monthly with principal and interest payments of
$231,545 until November 1, 2039.
The following is a summary of long-term debt transactions of the Project for the year ended
August 31, 2009:
Amounts
BeginningEndingDue Within
BalanceIncreasesDecreasesBalanceOne Year
32,070,000$ -$ 295,000$ 31,775,000$ 31,775,000$
The Project’s original developer refinanced the installment note through a secondary offering
with Cambridge Student Housing Financing Company, L.P. The debt certificates were sold to
private investors in the following classes:
Class (Series)Offering Total
A 17,500,000
B 4,900,000
C 4,820,000
D 5,380,000
Total 32,600,000$ Each class has certain rights and privileges, as contained in the private placement memorandum.
As a part of the offering, the Project entered into a trust agreement with J. P. Morgan Trust
Company, N.A. (the “Trustee”) for the purpose of determining that each class is paid in
accordance with the private placement memorandum.
At August 31, 2009, the Project was not in compliance with the fixed charge coverage ratio,
which constitutes a default of the lending agreement. Upon default, the lender may accelerate
the maturity of the unpaid portion of the principal payable under the installment sale agreement.
However, the Authority does not anticipate this event will occur, since foreclosure by private
interests would result in the loss of tax-exempt status for the Project.
(continued)
52
III. DETAILED NOTES ON ALL FUNDS (Continued)
Discretely Presented Long-term Debt (Continued)
Texas Student Housing Authority - Town Lake Austin Project
Beginning
BalanceIncreasesDecreasesEnding Balance
Amounts Due
Within One
Year
Revenue Bonds:
2002 A-1 Bonds16,516,812$ -$ 221,560$ 16,295,252$ 240,795$
2002 A-2 Bonds5,089,241 - - 5,089,241 -
Total 21,606,053$ -$ 221,560$ 21,384,493$ 240,795$
The bonds are payable solely from the revenues generated by the Project and are secured by the
revenues pledged and assigned under the terms of the trust indenture. Interest rates for the bonds
range from 7.76% to 8.69% at present and principal and interest payments are made monthly.
The future debt service requirements of the bonds are as follows:
Year Ending
August 31,Principal Interest Total
2010 240,795 1,650,842 1,891,637
2011 260,159 1,631,478 1,891,637
2012 281,080 1,610,557 1,891,637
2013 303,683 1,587,954 1,891,637
2014 328,105 1,563,532 1,891,637
2015-2019 2,081,386 7,376,799 9,458,185
2020-2024 3,064,148 6,394,037 9,458,185
2025-2029 4,510,942 4,947,243 9,458,185
2030-2033 10,314,195 2,467,629 12,781,824
Totals 21,384,493$ 29,230,071$ 50,614,564$
Texas Student Housing Authority - The Ridge at San Marcos
The bonds are payable solely from the revenues generated by the Project and are secured by the
revenues pledged and assigned under the terms of the trust indenture. The annual interest rate is
8.2% and interest is due on the first of each month. In the case of default under the terms of the
indenture, the interest rate increases by 2%. During 2005, the Project defaulted on the bonds and
the interest rate increased to 10.2%.
During 2005, the Project ceased making the required principal and interest payments required by
the loan and financing agreement. This constitutes an event of the default under provisions of the
indenture and permits the trustee at the direction of the servicing agent to declare the principal and
all interest then due to be immediately due and payable. As a result, the outstanding principal at
August 31, 2009, has been shown as a current liability in the accompanying financial statements.
(continued)
53
III. DETAILED NOTES ON ALL FUNDS (Continued)
Discretely Presented Long-term Debt (Continued)
Texas Student Housing Authority - The Ridge at San Marcos (Continued)
The following is a summary of long-term debt transactions of the Project for the 12-month
period ended August 31, 2009:
Amounts
BeginningIncreases/EndingDue Within
BalanceAdjustmentsDecreasesBalanceOne Year
Revenue Bonds:
2000 Bonds 19,580,869$ 19,580,869)$( -$ -$ -$
On November 14, 2008, the Ridge at San Marcos was given a deed-in-lieu by the bondholders,
Muni Mae, and these assets and liabilities pertaining the facility are no longer under the control
of Texas Student Housing Authority. Therefore, the Project is no longer responsible for the
repayment of this debt issue.
Texas Student Housing Authority - Ballpark Austin Project
The long-term debt activity of the Ballpark Austin Project is as follows:
Amounts
Beginning EndingDue Within
BalanceIncreasesDecreasesBalanceOne Year
Revenue Bonds:
2001A Bonds31,345,000$ -$ 585,000$ 30,760,000$ 610,000$
2001B Bonds2,365,000 - - 2,365,000$ 145,000
2001C Bonds3,000,000 - - 3,000,000$ -
Less discounts 1,401,991)( - 60,085)( 1,341,906)( -
Total 35,308,009$ -$ 524,915$ 34,783,094$ 755,000$
(continued)
54
III. DETAILED NOTES ON ALL FUNDS (Continued)
Discretely Presented Long-term Debt (Continued)
Texas Student Housing Authority - Ballpark Austin Project (Continued)
The bonds are payable solely from the revenues generated by the Project and secured by the
revenues pledged and assigned under the terms of the trust indenture. Interest rates on the bonds
range from 4.00% to 11.00% and are payable semi-annually. The debt service requirements of
the bonds are as follows:
Year Ending
August 31,PrincipalInterestTotal
2010755,000 2,311,359 3,066,359
2011 680,000 2,280,294 2,960,294
2012 715,000 2,247,194 2,962,194
2013 755,000 2,208,144 2,963,144
2014 795,000 2,166,875 2,961,875
2015-2019 4,680,000 10,132,269 14,812,269
2020-2024 6,105,000 8,704,631 14,809,631
2025-2029 8,000,000 6,812,188 14,812,188
2030-2033 13,640,000 3,681,438 17,321,438
Totals 36,125,000$ 40,544,392$ 76,669,392$
Governmental Activities
At August 31, 2009, the Project had not made interest payments on the Subordinate 2001C
Bond Series since July 2003, and the Subordinate 2001C Bond is in default. In addition, the
Project’s fixed charges coverage ratio was not in compliance with the covenants of the
indenture. These events do not constitute an event of default that accelerates the bonds. As a
result, the maturities are presented under the original repayment terms.
Texas Student Housing Corporation - The Ridge at North Texas
The long-term debt activity of the Ridge at North Texas is as follows:
Amounts
Beginning EndingDue Within
BalanceIncreasesDecreasesBalanceOne Year
Revenue Bonds:
2001A Bonds27,495,000$ -$ 540,000$ 26,955,000$ 26,955,000$
2001B Bonds3,240,000 - - 3,240,000 3,240,000
Less discounts 822,264)( - 37,485)( 784,779)( 784,779)(
Total 29,912,736$ -$ 502,515$ 29,410,221$ 29,410,221$
(continued)
55
III. DETAILED NOTES ON ALL FUNDS (Continued)
Discretely Presented Long-term Debt (Continued)
Texas Student Housing Corporation - The Ridge at North Texas (Continued)
The debt originally was to be amortized through 2031 with varying monthly principal payment
amounts ranging from $2,618,093 to $3,465,280 for interest and principal. The annual
requirements to amortize all debts outstanding as of August 31, 2009, are as follows and have not
been adjusted for the default of the bonds. Under the original terms of the Indenture, a total of
$540,000 in principal and $2,079,992 in interest is due in fiscal 2009. The total interest to be
paid will depend on the ultimate maturities of the bonds.
Year Ending
August 31,PrincipalInterestTotal
2010 29,410,221$ 31,690,407$ 61,100,628$
The Town of Westlake does not have any liability for the payment of debt of the discretely
presented component units as the bonds are non-recourse to both the Town and Texas Student
Housing Authority.
Deferred Revenue
Deferred revenue in the proprietary fund of $438,052 relates to the collection of the entire
amount due on six Ductbank leases as follows: One 20-year lease with AT&T local network
services and five 20, 25 and 30-year leases with Verizon Southwest for use of the Town’s
Ductbank.
Commitments and Contingencies
Lease Obligations
The Town has commitments relative to municipal services, and contractual relationships
concerning certain utilities and public safety resources, which are normal in its ongoing activity.
Noncancellable obligations consist of agreements for services at September 30, 2009.
Minimum lease payments and contractual obligations under these noncancellable leases and
agreements as of September 30, 2009, are as follows:
Year Ending
September 30,Amount
2010228,286
2011 149,452
Total 377,738$
Rental expenditures in 2009 were $228,037.
(continued)
56
III. DETAILED NOTES ON ALL FUNDS (Continued)
Commitments and Contingencies (Continued)
Interlocal Agreement with the City of Southlake
In August 1995, the Town entered into an agreement with the City of Southlake to allow the
Town to utilize capacity in a sewer line and to set forth their respective rights and obligations
with respect to the sewer line owned by the City of Southlake. The Town is obligated to share in
the cost of construction, operation and maintenance of the water sewer line. The sewer line was
constructed in 2000. Additionally, the Town must pay the City of Southlake all transportation,
treatment and related costs allocable to the metered flow of sewage from the Town into the sewer
line.
Federal and State Program Revenues
The Town received financial assistance from various federal and state governmental agencies in
the form of grants. The disbursement of funds received under these programs generally requires
compliance with terms and conditions specified in the grant agreements and are subject to audit
by the grantor agencies. Any unallowed disbursement resulting from such audits becomes a
liability of the Town. In the opinion of the Town management, no material refunds will be
required as a result of unallowed disbursements (if any) by the grantor agencies.
Sources of federal and state program revenues for the year ended September 30, 2009, were as
follows:
Westlake
SourceAcademyTotal
Federal program revenues:
Department of Homeland Security-$ -$
U. S. Department of Education - Passed
through State Department of Education 56,134 56,134
Total federal program revenues:56,134$ 56,134$
State program revenues:
State Department of Education 3,163,129$ 3,163,129$
(continued)
57
III. DETAILED NOTES ON ALL FUNDS (Continued)
Interfund Balances and Transactions
Interfund receivables and payables at September 30, 2009, were as follows:
Due from Due to
Other FundsOther Funds
General fund:
Visitors Association fund -$ 33,829$
Vehicle & equipment replacement fund - 12,000
Property tax reduction fund 250,000 -
Utility fund 41,871 -
Capital projects fund 89,243 -
Visitors Association fund:
General fund 33,829 -
Capital projects fund - 8,550
4B Economic Development Corporation fund429,019 -
Property tax reduction fund:
General fund- 250,000
FM 1938 fund- 25,814
Capital projects fund - 74,472
Capital projects fund:
General fund- 89,243
Visitors Association fund8,550 -
Property tax reduction fund 74,472 -
FM 1938 fund:
Property tax reduction fund 25,814 -
4B Economic Development Corporation fund:
Visitors Association fund- 429,019
Utility fund 297,308 -
Vehicle & equipment replacement fund:
General fund12,000 -
Enterprise fund:
General fund- 41,871
4B Economic Development Corporation fund - 297,308
1,262,106$ 1,262,106$
(continued)
58
III. DETAILED NOTES ON ALL FUNDS (Continued)
Interfund Balances and Transactions (Continued)
Interfund transfers between the primary government’s funds consisted of:
Transfers Transfers
To Funds From Funds
Primary Government
General fund:
General PCM fund 77,278$ 77,278$
Utility fund - 61,321
Capital projects fund 149,185 -
Grant fund - -
Property Tax Reduction fund - 250,000
Vehicle and equipment replacement fund 51,954 -
Debt Service fund:
Visitors Asscoiation fund - 368,861
4B Economic Development Corporation fund - 1,132,726
Visitors Association fund:
Cemetary fund - -
Debt service fund 368,861 -
Capital projects fund 35,700 -
FM 1938 fund:
Property Tax Reduction fund - 25,814
Property Tax Reduction fund:
General fund 250,000 -
FM 1938 fund 25,814 -
Capital projects fund 82,647 -
Vehicle and equipment replacement fund:
General fund - 51,954
4B Ecomonic Development Corporation fund:
Debt service fund 1,132,726 -
Capital Projects fund:
General fund - 149,185
Visitors Asscoiation fund - 35,700
Property Tax Reduction fund - 82,647
Westlake Academy - 200,000
Westlake Academy:
Capital projects fund200,000 -
Utility fund:
General fund61,321 - Utility PCM fund 15,000 15,000
Totals 2,448,817$ 2,448,817$ Inter-fund transfers are reported in the governmental funds and proprietary fund financial
statements. In the government-wide statements, inter-fund transfers are eliminated within the
governmental activities column and business-type column, as appropriate.
(continued)
59
III. DETAILED NOTES ON ALL FUNDS (Continued)
Interfund Balances and Transactions (Continued)
Transfers are used to (1) move revenues collected in the special revenue funds to finance various
programs in accordance with budgetary authorizations, (2) move receipts restricted for debt
service from the funds collecting the receipts to the debt service fund as debt service payments
become due, (3) reimburse one fund for services provided to another fund and (4) pay for
property purchased in advance of bond issuance.
Receivables
Enterprise Funds
Property TaxWestlake
VisitorsWestlake ReductionFM 19384BUtility
GeneralAssociationAcademyFundFundCorporationFundTotal
Receivables:
Sales tax350,527$ -$ -$ 175,264$ 126,900$ 175,264$ -$ 827,955$
Other taxes- 76,626 - - - - - 76,626
Franchise fees143,639 - - - - - - 143,639
Accounts - - - - - - 803,201 803,201
Other 41,751 - 116,593 - - - - 158,344
Gross receivables535,917 76,626 116,593 175,264 126,900 175,264 803,201 2,009,765
Less: Allowance
for uncollectibles - - - - - - 221,111 221,111
Net total receivables535,917$ 76,626$ 116,593$ 175,264$ 126,900$ 175,264$ 582,090$ 1,788,654$
Governmental Funds
Water Purchase and Wastewater Treatment Contracts
The Town has a contract with the City of Fort Worth, Texas, to purchase water. Under the
contract, the Town may obtain from the City of Fort Worth, a supply of potable water at a
reasonable rate based on water usage. The rate charges are subject to minimum annual contract
payments. Water expense for the year ended September 30, 2009 was $781,017.
IV. OTHER INFORMATION
Retirement Plan
Plan Description
The Town provides pension benefits for all of its eligible employees through a non-traditional,
joint contributory, hybrid defined benefit plan in the statewide Texas Municipal Retirement System
(TMRS), an agent multiple-employer public employee retirement system. The plan provisions that
have been adopted by the Town are within the options available in the governing state statutes of
TMRS.
(continued)
60
IV. OTHER INFORMATION (Continued)
Retirement Plan (Continued)
Plan Description (Continued)
TMRS issues a publicly available comprehensive annual financial report that includes financial
statements and required supplementary information (RSI) for TMRS; the report also provides
detailed explanations of the contributions, benefits and actuarial methods and assumptions used
by the System. This report may be obtained by writing to TMRS, P. O. Box 149153, Austin,
Texas 78714-9153 or by calling 800-924-8677; in addition, the report is available on TMRS’
website at www.TMRS.com.
The plan provisions are adopted by the governing body of the Town, within the options available
in the state statutes governing TMRS. Plan provisions for the Town were as follows:
Plan Year 2008Plan Year 2009
Employee deposit rate 7.0%7.0%
Matching ratio (town to employee)2 to 1 2 to 1
Years required for vesting 5 5
Service retirement eligibility
(expressed as age/years of service)60/5, 0/20 60/5, 0/20
Updated service credit 100% repeating,100% repeating,
transfers transfers
Annuity increase (to retirees)0% of CPI 0% of CPI
repeating repeating
Contributions
Under the state law governing TMRS, the contribution rate for each town is determined annually
by the actuary, using the Projected Unit Credit actuarial cost method. This rate consists of the
normal cost contribution rate and the prior service cost contribution rate, which is calculated to
be a level percent of payroll from year to year. The normal cost contribution rate finances the
portion of an active member’s projected benefit allocated annually; the prior service contribution
rate amortizes the unfunded (overfunded) actuarial liability (asset) over the applicable period for
that city. Both the normal cost and prior service contribution rates include recognition of the
projected impact of annually repeating benefits, such as Updated Service Credits and Annuity
Increases.
(continued)
61
IV. OTHER INFORMATION (Continued)
Retirement Plan (Continued)
Contributions (Continued)
The Town contributes to the TMRS Plan at an actuarially determined rate. Both the employees
and the Town make contributions monthly. Since the Town needs to know its contribution rate
in advance for budgetary purposes, there is a one-year delay between the actuarial valuation that
serves as the basis for the rate and the calendar year when the rate goes into effect. The annual
pension cost and net pension obligation/(asset) are as follows:
Annual Required Contribution (ARC)138,554$
Interest on Net Pension Obligation-
Adjustment to the ARC-
Annual Pension Cost 138,554
Contributions Made138,554)(
Increase (Decrease) in Net Pension Obligation-
Net Pension Obligation/(Asset), beginning of year -
Net Pension Obligation/(Asset), ending of year -$
Accounting Annual Actual Percentage Net
Year PensionContributionof APC Pension
Ending Cost (APC)Made ContributedObligation
09/30/07 98,030$ 98,030$ 100%-$
09/30/08 108,827 108,827 100%-
09/30/09 138,554 138,554 100%-
The required contribution rates for fiscal year 2009 were determined as part of the December 31,
2006 and 2007 actuarial valuations. Additional information as of the latest actuarial valuation,
December 31, 2008, also follows:
Actuarial Valuation Date 12/31/06 12/31/07 12/31/08
Actuarial cost method Unit CreditProjected Unit CreditProjected Unit Credit
Amortization method Level percent Level percent Level percent
of payroll of payroll of payroll
Remaining amortization period25 years - open25 years - closed24 years - closed
Asset valuation method Amortized costAmortized cost Amortized cost
Actuarial Assumptions:
Investment rate of return 7%7%7.5%
Projected salary increases varies by age varies by age varies by age
and service and service and service
Inflation 3.0%3.0%3.0%
Cost-of-living adjustments N/A 0.0%0.0%
(continued)
62
IV. OTHER INFORMATION (Continued)
Retirement Plan (Continued)
Contributions (Continued)
The schedule of funding progress presents multi-year trend information about whether the
actuarial value of plan assets is increasing or decreasing over time relative to the actuarial
accrued liability of benefits.
ActuarialActuarialActuarial ActuarialAnnual Accrued Liability
ValuationValue of AccruedPercentageAccruedCovered as a Percentage
Date Assets LiabilityFundedLiabilityPayrollof Covered Payroll
12/31/2006 773,412$ 821,401$ 94.2% 47,989$ 1,300,610$ 3.7%
12/31/2007 792,775 1,059,135 74.9% 266,360 1,257,653 21.2%
12/31/20081,052,148 1,445,196 72.8% 393,048 1,536,837 25.6%
Other Postemployment Benefits
Supplemental Death Benefits Fund
The Town also participates in the cost sharing multiple-employer defined benefit group term life
insurance plan operated by the Texas Municipal Retirement System (TMRS) known as the
Supplemental Death Benefits Fund (SDBF). The Town elected, by ordinance to provide group
term life insurance coverage to both current and retired employees. The Town may terminate
coverage under and discontinue participation in the SDBF by adopting an ordinance before
November 1 of any year to be effective the following January 1.
The death benefit for active employees provides a lump sum payment approximately equal to the
employee’s annual salary (calculated based on the employee’s actual earnings, for the 12-month
period preceding the month of death); retired employees are insured for $7,500; this coverage is
an “other postemployment benefit,” or OPEB.
The Town contributes to the SDBF at a contractually required rate as determined by an annual
actuarial valuation. The rate is equal to the cost of providing one-year term life insurance. The
funding policy for the SDBF program is to assure that adequate resources are available to meet
all death benefit payments for the upcoming year; the intent is not to pre-fund retiree term life
insurance during employees’ entire careers.
(continued)
63
IV. OTHER INFORMATION (Continued)
Other Postemployment Benefits (Continued)
Supplemental Death Benefits Fund (Continued)
The Town’s contributions to the TMRS SDBF for the fiscal year ended 2009 is $2,141, which
equaled the required contributions. Fiscal year 2009 is a transition year for the implementation
of GASB 45; therefore, one year of contributions is disclosed.
Annual Actual
Plan/Required Contribution Percentage
Calendar Contribution Made of ARC
Year (Rate)(Rate)Contributed
2007 0.18%0.18%100%
2008 0.17%0.17%100%
2009 0.12%0.12%100%
Schedule of Contribution Rates
Risk Management
The Town is exposed to various risks of loss related to torts, theft of, damage to, and destruction
of assets; errors and omissions; injuries to employees, and natural disasters. The Town’s general
liability, workers’ compensation liability, law enforcement liability, errors and omissions
liability, and automobile liability coverage is insured by the Texas Municipal League, a public
entity risk pool. The Town’s only responsibility to the Texas Municipal League is to pay
premiums for insurance and related deductible amounts of these policies. Other risk of loss is
covered by commercial insurance. Settlements of claims have not exceeded coverage in the past
three years.
Contingent Liabilities
Litigation
The Town and Academy are currently involved in a lawsuit for wrongful termination brought by
the former head of school and his wife, a former teacher. The Town and Academy deny liability.
The lawsuit is being handled by the Academy’s insurance carrier and no additional liability to
the Academy is anticipated.
Various other claims and lawsuits are pending against the Town. In the opinion of Town
management, after consultation with legal counsel, the potential loss on these claims and
lawsuits will not materially effect the Town’s financial position.
(continued)
64
IV. OTHER INFORMATION (Continued)
Contingent Liabilities (Continued)
Circle T Municipal Utility Districts
The Town has agreements in place with Municipal Utility District’s (MUDs) #1 and #3 on the
Circle T property in Westlake which is controlled by AIL Investments, L.P. As this property
develops, AIL Investments, L.P. agreed to de-annex developed property from the MUDS in
exchange for pro-rata payments on water and sewer infrastructure installed by the MUD at their
inception.
To date, two projects, Chrysler Financial and Deloitte University, have been or are being
developed within these MUDs. Discussions regarding the Town’s payment to AIL Investments,
L.P. in exchange for de-annexation of these two tracks from the Circle T MUDs have taken place
but have not come to a conclusion as to the settlement amounts. These discussions are ongoing
until the Town receives full documentation that it determines is adequate to support the requested
payments. The Town of Westlake holds full rights and privileges under the State granted
Certificate of Convenience and Necessity (CCN) and can serve all water and sewer customers
within these MUD boundaries regardless of the status of these negotiations.
Westlake Academy Building Site
In 2002, the Town purchased 24.59 acres for the site of Westlake Academy and executed a
Promissory Note in the amount of $1,475,400 with a rate of 6% interest. The $1,475,400 was
placed into escrow in July, 2002. In July, 2003 the Escrow Agent delivered total funds in the
amount of $1,495,665 to the “Seller”, leaving a balance of $68,259 at that date. The “Seller” has
informed the Town that this amount plus accrued interest is now payable. The Town is in
negotiations with the “Seller” and contends that it has satisfied the terms and the intent of the
sales agreement.
Prior Period Adjustment
A prior period adjustment in the amount of $84,508 was made on the government-wide financial
statements. This adjustment was made in order to add land of $8,500 that had not previously
been capitalized and capitalize costs of $76,008 paid but not previously capitalized.
REQUIRED
SUPPLEMENTARY INFORMATION
GENERAL FUND
Variance
Favorable
Original Amended Actual(Unfavorable)
REVENUES
Taxes
Sales 1,664,352$ 1,700,000$ 1,832,205$ 132,205$
Mixed beverages 13,300 17,750 17,869 119
Franchise 643,780 646,675 624,401 22,274)(
Federal program revenues 5,865 180 - 180)(
Interest income 54,500 21,950 21,155 795)(
Building permits and fees 1,610,175 2,547,570 848,697 1,698,873)(
Fines and penalties 650,883 547,460 523,515 23,945)(
Contributions from others - 38,840 38,840 -
Other miscellaneous income 57,282 90,511 98,242 7,731
Total revenues 4,700,137 5,610,936 4,004,924 1,606,012)(
EXPENDITURES
Current
General government and administration1,778,174 1,670,604 1,519,600 151,004
Public safety1,874,789 1,976,091 1,890,469 85,622
Cultural and recreational119,790 125,154 115,770 9,384
Public works511,468 523,895 378,508 145,387
Economic development500,211 210,758 229,907 19,149)(
Capital Outlay 97,500 75,500 62,278 13,222
Total expenditures 4,881,932 4,582,002 4,196,532 385,470
EXCESS (DEFICIENCY) OF REVENUES
OVER (UNDER) EXPENDITURES 181,795)( 1,028,934 191,608)( 1,220,542)(
OTHER FINANCING SOURCES (USES)
Transfers in402,500 422,500 388,599 33,901)(
Transfers out 162,400)( 303,685)( 278,417)( 25,268
Total other financing sources (uses)240,100 118,815 110,182 8,633)(
NET CHANGE IN FUND BALANCE 58,305 1,147,749 81,426)( 1,229,175)(
FUND BALANCE, BEGINNING 2,806,738 2,806,738 2,806,738 -
FUND BALANCE, ENDING 2,865,043$ 3,954,487$ 2,725,312$ 1,229,175)$(
TOWN OF WESTLAKE, TEXAS
SCHEDULE OF REVENUES, EXPENDITURES AND CHANGES
Budgeted Amounts
General Fund
IN FUND BALANCE - BUDGET AND ACTUAL
FOR THE FISCAL YEAR ENDED SEPTEMBER 30, 2009
65
Variance
Favorable
OriginalAmendedActual(Unfavorable)
REVENUES
Taxes
Hotel occupancy 450,000$ 450,000$ 497,769$ 47,769$
Interest income28,000 8,200 7,835 365)(
Other miscellaneous income 51,000 53,275 34,019 19,256)(
Total revenues 529,000 511,475 539,623 28,148
EXPENDITURES
Visitors services 474,477 496,617 341,270 155,347
Total expenditures 474,477 496,617 341,270 155,347
EXCESS (DEFICIENCY) OF REVENUES
OVER (UNDER) EXPENDITURES 54,523 14,858 198,353 183,495
OTHER FINANCING SOURCES (USES)
Transfers out (640,050) 663,626)( 404,561)( 259,065
Total other financing sources (uses)640,050)( 663,626)( 404,561)( 259,065
NET CHANGE IN FUND BALANCE 585,527)( 648,768)( 206,208)( 442,560
FUND BALANCE, BEGINNING 1,451,154 1,451,154 1,451,154 -
FUND BALANCE, ENDING 865,627$ 802,386$ 1,244,946$ 442,560$
SCHEDULE OF REVENUES, EXPENDITURES AND CHANGES
Budgeted Amounts
TOWN OF WESTLAKE, TEXAS
IN FUND BALANCE - BUDGET AND ACTUAL
FOR THE FISCAL YEAR ENDED SEPTEMBER 30, 2009
VISITORS ASSOCIATION FUND
66
WESTLAKE ACADEMY
Variance
Favorable
OriginalAmended Actual (Unfavorable)
REVENUES
3,125,666$ 3,132,603$ 3,163,129$ 30,526$
61,768 57,440 56,134 1,306)(
Interest income- 5,500 4,617 883)(
Other miscellaneous income 540,212 575,855 534,375 41,480)(
Total revenues 3,727,646 3,771,398 3,758,255 13,143)(
EXPENDITURES
Education3,558,159 3,776,222 3,722,705 53,517
Debt Service
Principal Retirement 42,000 78,413 78,937 524)(
Interest - 4,578 4,054 524
Total expenditures 3,600,159 3,859,213 3,805,696 53,517
EXCESS (DEFICIENCY) OF REVENUES
OVER (UNDER) EXPENDITURES 127,487 87,815)( 47,441)( 40,374)(
OTHER FINANCING SOURCES (USES)
Proceeds from Capital Leases - 124,487 117,640 6,847
Transfers out - 212,500)( 200,000)( 12,500
Total other financing sources (uses)- 88,013)( 82,360)( 5,653)(
NET CHANGE IN FUND BALANCE 127,487 175,828)( 129,801)( 46,027
FUND BALANCE, BEGINNING 634,454 634,454 634,454 -
FUND BALANCE, ENDING 761,941$ 458,626$ 504,653$ 46,027$
Federal program revenues
TOWN OF WESTLAKE, TEXAS
IN FUND BALANCE - BUDGET AND ACTUAL
FOR THE FISCAL YEAR ENDED AUGUST 31, 2009
State program revenues
SCHEDULE OF REVENUES, EXPENDITURES AND CHANGES
Budgeted Amounts
67
Variance
Favorable
OriginalAmended Actual (Unfavorable)
REVENUES
Contributions -$ 218,211$ 360,938$ 142,727$
Total revenues - 218,211 360,938 142,727
EXPENDITURES
Public Works - 294,781 463,314 168,533)(
Total expenditures - 294,781 463,314 168,533)(
EXCESS (DEFICIENCY) OF REVENUES
OVER (UNDER) EXPENDITURES - 76,570)( 102,376)( 25,806)(
OTHER FINANCING SOURCES (USES)
Transfers in - - 25,814 25,814
Total other financing sources (uses)- - 25,814 25,814
NET CHANGE IN FUND BALANCE - 76,570)( 76,562)( 8
FUND BALANCE, BEGINNING 76,570 76,570 76,570 -
FUND BALANCE, ENDING 76,570$ -$ 8$ 8$
Budgeted Amounts
TOWN OF WESTLAKE, TEXAS
SCHEDULE OF REVENUES, EXPENDITURES AND CHANGES
IN FUND BALANCE - BUDGET AND ACTUAL
FOR THE FISCAL YEAR ENDED SEPTEMBER 30, 2009
FM 1938 FUND
68
PROPERTY TAX REDUCTION FUND
Variance
Favorable
OriginalAmended Actual (Unfavorable)
REVENUES
Taxes
Sales 832,176$ 850,000$ 916,102$ 66,102$
Interest income 7,500 5,000 4,728 272)(
Total revenues 839,676 855,000 920,830 65,830
EXPENDITURES
General government - - - -
Total expenditures - - - -
EXCESS (DEFICIENCY) OF REVENUES
OVER (UNDER) EXPENDITURES 839,676 855,000 920,830 65,830
OTHER FINANCING SOURCES (USES)
Transfers out 325,000)( 325,000)( 358,461)( 33,461)(
Total other financing sources (uses)325,000)( 325,000)( 358,461)( 33,461)(
NET CHANGE IN FUND BALANCE 514,676 530,000 562,369 32,369
FUND BALANCE, BEGINNING 505,665 505,665 505,665 -
FUND BALANCE, ENDING 1,020,341$ 1,035,665$ 1,068,034$ 32,369$
SCHEDULE OF REVENUES, EXPENDITURES AND CHANGES
Budgeted Amounts
TOWN OF WESTLAKE, TEXAS
IN FUND BALANCE - BUDGET AND ACTUAL
FOR THE FISCAL YEAR ENDED SEPTEMBER 30, 2009
69
Variance
Favorable
OriginalAmended Actual (Unfavorable)
REVENUES
Interest income -$ 100$ 110$ 10$
Total revenues - 100 110 10
EXPENDITURES
General government - - - -
Total expenditures - - - -
NET CHANGE IN FUND BALANCE - 100 110 10
FUND BALANCE, BEGINNING 13,459 13,459 13,459 -
FUND BALANCE, ENDING 13,459$ 13,559$ 13,569$ 10$
Budgeted Amounts
TOWN OF WESTLAKE, TEXAS
SCHEDULE OF REVENUES, EXPENDITURES AND CHANGES
IN FUND BALANCE - BUDGET AND ACTUAL
FOR THE FISCAL YEAR ENDED SEPTEMBER 30, 2009
LONE STAR PUBLIC FACILITY CORPORATION
70
Variance
Favorable
OriginalAmended Actual (Unfavorable)
REVENUES
Taxes
Sales 832,176$ 850,000$ 916,102$ 66,102$
Interest income - 1,100 1,139 39
Total revenues 832,176 851,100 917,241 66,141
EXPENDITURES
General government - - - -
Total expenditures - - - -
EXCESS (DEFICIENCY) OF REVENUES
OVER (UNDER) EXPENDITURES 832,176 851,100 917,241 66,141
OTHER FINANCING SOURCES (USES)
Transfers out 861,907)( 880,731)( 1,132,726)( 251,995)(
Total other financing sources (uses)861,907)( 880,731)( 1,132,726)( 251,995)(
NET CHANGE IN FUND BALANCE 29,731)( 29,631)( 215,485)( 185,854)(
FUND BALANCE, BEGINNING 512,793 512,793 512,793 -
FUND BALANCE, ENDING 483,062$ 483,162$ 297,308$ 185,854)$(
Budgeted Amounts
TOWN OF WESTLAKE, TEXAS
SCHEDULE OF REVENUES, EXPENDITURES AND CHANGES
IN FUND BALANCE - BUDGET AND ACTUAL
FOR THE FISCAL YEAR ENDED SEPTEMBER 30, 2009
4B ECONOMIC DEVELOPMENT CORPORATION
71
VEHICLE/EQUIPMENT REPLACEMENT FUND
Variance
Favorable
OriginalAmendedActual(Unfavorable)
REVENUES
Building permits and fees -$ -$ 12,000$ 12,000$
Total revenues - - 12,000 12,000
EXPENDITURES
Capital Outlay 6,900 14,000 1,954 12,046
Total expenditures 6,900 14,000 1,954 12,046
EXCESS (DEFICIENCY) OF REVENUES
OVER (UNDER) EXPENDITURES 6,900)( 14,000)( 10,046 24,046
OTHER FINANCING SOURCES (USES)
Transfers in 56,900 64,000 51,954 12,046)(
Total other financing sources (uses)56,900 64,000 51,954 12,046)(
NET CHANGE IN FUND BALANCE 50,000 50,000 62,000 12,000
FUND BALANCE, BEGINNING - - - -
FUND BALANCE, ENDING 50,000$ 50,000$ 62,000$ 12,000$
SCHEDULE OF REVENUES, EXPENDITURES AND CHANGES
Budgeted Amounts
TOWN OF WESTLAKE, TEXAS
IN FUND BALANCE - BUDGET AND ACTUAL
FOR THE FISCAL YEAR ENDED SEPTEMBER 30, 2009
72
73
TOWN OF WESTLAKE, TEXAS
NOTES TO REQUIRED SUPPLEMENTARY INFORMATION
SEPTEMBER 30, 2009
(Unaudited)
BUDGETARY INFORMATION - The Town follows these procedures annually in establishing
the budgetary data reflected in the budgetary comparison schedules:
1. The Town Manager submits to the Town Council a proposed budget for the fiscal year
commencing the following October 1. The budget includes proposed expenditures and the
means of financing them.
2. Prior to October 1, the budget is legally adopted through passage of an ordinance. This
budget is reported as the Original Budget in the budgetary comparison schedules.
3. During the fiscal year, changes to the adopted budget may be authorized, as follows:
a) Items requiring Town Council action - appropriation of fund balance reserves;
transfers of appropriations between funds; new inter-fund loans or advances; and
creation of new capital projects or increases to existing capital projects.
b) Items delegated to the Town Manager – appropriation balances from an
expenditure account to another within a single fund
4. Annual budgets are legally adopted and amended as required for the general, special revenue
and debt service funds. Project length budgets are adopted for the capital projects funds. All
budgets are adopted on a basis consistent with generally accepting accounting principles.
Budgets are adopted for the proprietary funds annually only as a management tool. There are
no legally mandated budgetary constraints for the proprietary funds.
5. Budget amounts are reflected after all authorized amendments and revisions. This budget is
reported as the Final Budget in the budgetary comparison schedules.
6. The appropriated budget is prepared by fund, function and department. The Town’s
management may make transfers of appropriations within a fund. Transfers of appropriations
between funds require the approval of the Town Council. The legal level of budgetary
control is the fund level. The Town Council made several supplementary budget
appropriations during the year.
7. Encumbrances represent commitments related to unperformed contracts for goods or services.
Encumbrance accounting under which purchase orders, contracts and other commitments for
the expenditure of resources are recoded to reserve that portion of the applicable
appropriation, is utilized in the governmental funds. Encumbrances lapse at year-end and do
not constitute expenditures or liabilities because the commitments must be reappropriated and
honored during the subsequent year.
8. Expenditures exceeded appropriations in the Economic Development function of the General
Fund. The excess was covered by unspent budget in other functions and available fund
balances. Expenditures exceeded appropriations in the FM 1938 Fund for the year. The
deficit was covered by operating transfers in from other funds and contributions. In addition,
transfers out exceeded appropriations in the Property Tax Reduction Fund and 4B Economic
Development Corporation Fund. These deficits were covered by additional collections of
revenue.
INDIVIDUAL FUND SCHEDULE
Variance
Final BudgetedFavorable
AmountsActual(Unfavorable)
REVENUES
Contributions -$ -$ -$
Total revenues - - -
EXPENDITURES
Debt service
Principal retirement 644,573 515,000 129,573
Interest and other fiscal charges 857,384 986,587 129,203)(
Total expenditures 1,501,957 1,501,587 370
EXCESS (DEFICIENCY) OF REVENUES
OVER (UNDER) EXPENDITURES 1,501,957)( 1,501,587)( 370
OTHER FINANCING SOURCES (USES)
Transfers in 1,501,957 1,501,587 370)(
Total other financing sources (uses)1,501,957 1,501,587 370)(
NET CHANGE IN FUND BALANCE - - -
FUND BALANCE, BEGINNING - - -
FUND BALANCE, ENDING -$ -$ -$
SCHEDULE OF REVENUES, EXPENDITURES AND CHANGES
TOWN OF WESTLAKE, TEXAS
IN FUND BALANCE - BUDGET AND ACTUAL
FOR THE FISCAL YEAR ENDED SEPTEMBER 30, 2009
DEBT SERVICE FUND
74
STATISTICAL SECTION
STATISTICAL SECTION
(Unaudited)
This part of the Town of Westlake, Texas’ comprehensive annual financial report presents
detailed information as a context for understanding what the information in the financial
statements, note disclosures and required supplementary information says about the Town’s
overall financial health.
Contents Page
Financial Trends
These schedules contain trend information to help the reader understand
how the Town’s financial performance and well-being have changed
over time. 75-80
Revenue Capacity
This schedule contains information to help the reader assess the Town’s
most significant local revenue sources. Although sales taxes are the
Town’s most significant local revenue source, information about
principal revenue payers is confidential under Texas statutes, and;
therefore, not disclosed. Trend information about sales tax revenue is
provided in Table 5. 81
Debt Capacity
These schedules present information to help the reader assess the
affordability of the Town’s current levels of outstanding debt and the
Town’s ability to issue additional debt in the future. 82-83
Demographic and Economic Information
These schedules offer demographic and economic indicators to help the
reader understand the environment within which the Town’s financial
activities take place. 84-85
Operating Information
These schedules contain service and infrastructure data to help the reader
understand how the information in the Town’s financial report relates to
the services the Town provides and the activities it performs. 86-88
Sources: Unless otherwise noted, the information in these schedules is derived from annual
financial reports for the relevant year.
Table 1
20
0
5
20
0
6
20
0
7
20
0
8
2009
Go
v
e
r
n
m
e
n
t
a
l
a
c
t
i
v
i
t
i
e
s
:
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v
e
s
t
e
d
i
n
c
a
pit
a
l
a
s
s
e
t
s
,
n
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t
o
f
r
e
l
a
t
e
d
d
e
b
t
7,
9
7
5
,
9
1
0
$
9,
1
7
1
,
6
5
7
$
9,
6
4
6
,
6
4
4
$
10
,
3
1
3
,
7
4
3
$
13,244,689$
Re
s
t
r
i
c
t
e
d
-
1,
4
0
6
,
7
5
6
1,
7
1
9
,
7
7
1
2,
0
0
4
,
7
6
3
1,773,068
Un
r
e
s
t
r
i
c
t
e
d
1,
5
5
7
,
3
9
4
3
,
0
2
3
,
8
7
5
3
,
3
0
5
,
5
4
2
3
,
8
3
5
,
7
5
1
4,110,185
To
t
a
l
g
o
v
e
r
n
m
e
n
t
a
l
a
c
t
i
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s
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t
a
s
s
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t
s
9,
5
3
3
,
3
0
4
$
1
3
,
6
0
2
,
2
8
8
$
1
4
,
6
7
1
,
9
5
7
$
1
6
,
1
5
4
,
2
5
7
$
19,127,942$
Bu
s
i
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e
s
s
-
t
yp
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a
c
t
i
v
i
t
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s
:
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v
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t
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d
i
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pit
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s
,
n
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t
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f
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a
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d
d
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b
t
8,
4
5
0
,
7
8
1
$
8,
4
3
6
,
7
2
9
$
8,
0
9
7
,
8
0
7
$
7,
7
2
6
,
5
7
6
$
7,349,032$
Un
r
e
s
t
r
i
c
t
e
d
1,
6
2
1
,
2
7
3
)
(
1
,
8
4
6
,
8
5
1
)
(
2
,
0
0
8
,
2
4
3
)
(
1
,
9
9
7
,
2
8
1
)
(
1,945,578)(
To
t
a
l
b
u
s
i
n
e
s
s
-
t
y
p
e
a
c
t
i
v
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s
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e
t
a
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t
s
6,
8
2
9
,
5
0
8
$
6
,
5
8
9
,
8
7
8
$
6
,
0
8
9
,
5
6
4
$
5
,
7
2
9
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2
9
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$
5,403,454$
Pr
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m
a
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g
o
v
e
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n
m
e
n
t
:
In
v
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s
t
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s
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e
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s
,
n
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t
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f
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l
a
t
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d
d
e
b
t
16
,
4
2
6
,
6
9
1
$
17
,
6
0
8
,
3
8
6
$
17
,
7
4
4
,
4
5
1
$
18
,
0
4
0
,
3
1
9
$
20,593,721$
Re
s
t
r
i
c
t
e
d
-
1,
4
0
6
,
7
5
6
1,
7
1
9
,
7
7
1
2,
0
0
4
,
7
6
3
1,773,068
Un
r
e
s
t
r
i
c
t
e
d
63
,
8
7
9
)
(
1
,
1
7
7
,
0
2
4
1
,
2
9
7
,
2
9
9
1
,
8
3
8
,
4
7
0
2,164,607
To
t
a
l
p
r
i
m
a
r
y
g
o
v
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r
n
m
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t
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a
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s
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t
s
16
,
3
6
2
,
8
1
2
$
2
0
,
1
9
2
,
1
6
6
$
2
0
,
7
6
1
,
5
2
1
$
2
1
,
8
8
3
,
5
5
2
$
24,531,396$
No
t
e
:
T
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a
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3
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f
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2
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.
So
u
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e
:
A
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p
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a
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a
r
TO
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N
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F
W
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,
T
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X
A
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NE
T
A
S
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C
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P
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LA
S
T
F
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V
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A
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(A
c
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u
a
l
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s
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f
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u
n
a
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i
t
e
d
)
75
Table 2
EX
P
E
N
S
E
S
20
0
5
20
0
6
20
0
7
20
0
8
2009
Go
v
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t
a
l
a
c
t
i
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s
:
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gov
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r
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m
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t
2,
1
6
2
,
3
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$
1,
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1
1
,
2
8
1
$
1,
9
4
1
,
2
8
9
$
2,
0
3
1
,
4
6
0
$
2,203,882$
Pu
b
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1,
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pme
n
t
34
9
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2
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3
5
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34
2
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s
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e
r
v
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s
4
4
8
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3
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3
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1
5
2
1
7
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9
9
2
3
1
2
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7
7
7
3
4
1
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2
7
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Ed
u
c
a
t
i
o
n
2
,
1
6
6
,
2
5
6
2
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2
4
9
,
9
9
8
2
,
6
7
2
,
6
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3
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In
t
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t
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86
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1,068,935
To
t
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8,
1
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6
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6
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9
2
2
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0
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2
,
1
8
0
10
,
0
5
3
,
3
1
9
10,627,981
Bu
s
i
n
e
s
s
-
t
yp
e
a
c
t
i
v
i
t
i
e
s
:
Wa
t
e
r
a
n
d
S
e
w
e
r
1
,
8
8
8
,
0
6
4
2
,
1
3
7
,
8
3
1
2
,
2
0
6
,
6
1
8
2
,
4
1
0
,
7
6
5
2
,
6
9
4
,
4
0
7
Ce
m
e
t
e
r
y
-
-
-
13
,
2
9
9
473
To
t
a
l
b
u
s
i
n
e
s
s
-
t
y
p
e
a
c
t
i
v
i
t
i
e
s
e
x
p
e
n
s
e
s
1,
8
8
8
,
0
6
4
2
,
1
3
7
,
8
3
1
2
,
2
0
6
,
6
1
8
2
,
4
2
4
,
0
6
4
2,694,880
To
t
a
l
pri
m
a
r
y gov
e
r
n
m
e
n
t
pro
gra
m
e
x
pen
s
e
s
10
,
0
7
4
,
6
8
0
$
10
,
0
6
0
,
6
9
1
$
10
,
3
0
8
,
7
9
8
$
12
,
4
7
7
,
3
8
3
$
13,322,861$
PR
O
G
R
A
M
R
E
V
E
N
U
E
S
Go
v
e
r
n
m
e
n
t
a
l
a
c
t
i
v
i
t
i
e
s
:
Fe
e
s
,
f
i
n
e
s
,
a
n
d
c
h
a
r
ges
f
o
r
s
e
r
v
i
c
e
s
:
Ge
n
e
r
a
l
G
o
v
e
r
n
m
e
n
t
1
,
0
3
9
,
2
1
4
$
7
4
2
,
1
7
6
$
7
8
5
,
7
7
1
$
5
2
2
,
2
1
5
$
6
7
7
,
9
4
8
$
Pu
b
l
i
c
S
a
f
e
t
y
45
,
2
1
3
1
3
6
,
8
7
0
1
6
5
,
2
5
5
1
1
3
,
7
5
5
1
0
7
,
6
3
4
Pu
b
l
i
c
W
o
r
k
s
71
1
,
6
5
5
6
9
9
,
7
5
3
6
2
5
,
3
4
0
9
0
2
,
8
7
5
5
9
4
,
3
3
8
Ed
u
c
a
t
i
o
n
3
9
,
4
3
0
9
8
,
3
5
7
8
5
,
9
2
5
4
2
,
8
3
9
9
8
,
3
1
4
Oper
a
t
i
n
g gra
n
t
s
a
n
d
c
o
n
t
r
i
b
u
t
i
o
n
s
1,
6
4
6
,
4
3
8
3,
6
8
6
,
9
6
4
1,
2
5
7
,
0
5
8
1,
2
9
6
,
3
7
8
1,522,935
Ca
pit
a
l
gra
n
t
s
a
n
d
c
o
n
t
r
i
b
u
t
i
o
n
s
14
1
,
1
3
9
1,
4
5
5
,
6
2
6
-
- 2,059,624
To
t
a
l
gov
e
r
n
m
e
n
t
a
l
a
c
t
i
v
i
t
i
e
s
pro
gra
m
r
e
v
e
n
u
e
s
3,
6
2
3
,
0
8
9
6,
8
1
9
,
7
4
6
2,
9
1
9
,
3
4
9
2,
8
7
8
,
0
6
2
5,060,793
Bu
s
i
n
e
s
s
-
t
yp
e
a
c
t
i
v
i
t
i
e
s
:
Ch
a
r
ges
f
o
r
s
e
r
v
i
c
e
s
:
Wa
t
e
r
a
n
d
S
e
w
e
r
1,
7
2
2
,
6
5
9
1
,
8
4
2
,
2
3
8
1
,
6
5
7
,
1
8
6
2
,
0
3
7
,
3
0
6
2
,
3
4
5
,
2
3
6
Ce
m
e
t
e
r
y
-
-
-
2,100
-
Oper
a
t
i
n
g gra
n
t
s
a
n
d
c
o
n
t
r
i
b
u
t
i
o
n
s
37
0
,
5
5
1
1
9
,
6
5
3
-
- -
Ca
pit
a
l
gra
n
t
s
a
n
d
c
o
n
t
r
i
b
u
t
i
o
n
s
-
-
-
16
9
,
0
3
4
-
To
t
a
l
b
u
s
i
n
e
s
s
-
t
yp
e
a
c
t
i
v
i
t
i
e
s
pro
gra
m
r
e
v
e
n
u
e
s
2,
0
9
3
,
2
1
0
1,
8
6
1
,
8
9
1
1,
6
5
7
,
1
8
6
2,
2
0
8
,
4
4
0
2,345,236
To
t
a
l
pri
m
a
r
y gov
e
r
n
m
e
n
t
pro
gra
m
r
e
v
e
n
u
e
s
5,
7
1
6
,
2
9
9
$
8,
6
8
1
,
6
3
7
$
4,
5
7
6
,
5
3
5
$
5,
0
8
6
,
5
0
2
$
7,406,029$ (Continued)
TO
W
N
O
F
W
E
S
T
L
A
K
E
, T
E
X
A
S
CH
A
N
G
E
S
I
N
N
E
T
A
S
S
E
T
S
LA
S
T
F
I
V
E
F
I
S
C
A
L
Y
E
A
R
S
(A
c
c
r
u
a
l
b
a
s
i
s
o
f
a
c
c
o
u
n
t
i
n
g
-
U
n
a
u
d
i
t
e
d
)
Fi
s
c
a
l
Y
e
a
r
76
Table 2
TO
W
N
O
F
W
E
S
T
L
A
K
E
, T
E
X
A
S
CH
A
N
G
E
S
I
N
N
E
T
A
S
S
E
T
S
LA
S
T
F
I
V
E
F
I
S
C
A
L
Y
E
A
R
S
(A
c
c
r
u
a
l
b
a
s
i
s
o
f
a
c
c
o
u
n
t
i
n
g
-
U
n
a
u
d
i
t
e
d
)
20
0
5
20
0
6
20
0
7
20
0
8
2009
NE
T
(EX
P
E
N
S
E
) R
E
V
E
N
U
E
S
Go
v
e
r
n
m
e
n
t
a
l
a
c
t
i
v
i
t
i
e
s
4,
5
6
3
,
5
2
7
)
$(
1,
1
0
3
,
1
1
4
)
$(
5,
1
8
2
,
8
3
1
)
$(
7,
1
7
5
,
2
5
7
)
$(
5,567,188)$(
Bu
s
i
n
e
s
s
-
t
yp
e
a
c
t
i
v
i
t
i
e
s
20
5
,
1
4
6
27
5
,
9
4
0
)
(
54
9
,
4
3
2
)
(
21
5
,
6
2
4
)
(
349,644)(
To
t
a
l
pri
m
a
r
y gov
e
r
n
m
e
n
t
n
e
t
e
x
pen
s
e
4,
3
5
8
,
3
8
1
)
(
1,
3
7
9
,
0
5
4
)
(
5,
7
3
2
,
2
6
3
)
(
7,
3
9
0
,
8
8
1
)
(
5,916,832)(
GE
N
E
R
A
L
R
E
V
E
N
U
E
S
A
N
D
O
T
H
E
R
CH
A
N
G
E
S
I
N
N
E
T
A
S
S
E
T
S
Go
v
e
r
n
m
e
n
t
a
l
a
c
t
i
v
i
t
i
e
s
:
Ta
x
e
s
Sa
l
e
s
9
9
4
,
6
0
6
$
1
,
8
1
0
,
7
0
6
$
2
,
1
9
7
,
7
5
6
$
3
,
5
9
0
,
5
7
5
$
3
,
6
6
4
,
4
0
9
$
Ho
t
e
l
O
c
c
u
pan
c
y
38
1
,
2
2
1
4
1
5
,
5
4
4
4
5
8
,
4
7
1
5
2
7
,
6
6
2
4
9
7
,
7
6
9
Mi
x
e
d
B
e
v
e
r
a
ge
13
,
8
4
6
1
3
,
6
7
4
1
4
,
0
6
6
1
6
,
1
7
7
1
7
,
8
6
9
Fr
a
n
c
h
i
s
e
3
5
2
,
1
1
5
4
5
7
,
0
0
4
5
6
0
,
3
1
2
6
4
9
,
1
0
8
6
2
4
,
4
0
1
Un
r
e
s
t
r
i
c
t
e
d
gra
n
t
s
a
n
d
c
o
n
t
r
i
b
u
t
i
o
n
s
1,
7
2
2
,
1
9
8
1,
8
2
2
,
2
0
0
2,
2
5
9
,
6
4
3
2,
5
0
0
,
8
1
7
2,960,590
In
v
e
s
t
m
e
n
t
e
a
r
n
i
n
gs
41
,
8
0
2
98
,
8
2
4
2
6
1
,
6
2
2
1
8
8
,
4
5
9
6
1
,
2
2
4
Mi
s
c
e
l
l
a
n
e
o
u
s
6
4
,
0
4
7
4
4
8
,
8
2
7
4
6
6
,
6
5
4
5
6
4
,
9
7
3
5
6
8
,
7
8
2
Tr
a
n
s
f
e
r
s
71
,
8
5
7
45
,
3
1
9
33
,
9
7
6
22
0
,
8
1
9
61,321
To
t
a
l
gov
e
r
n
m
e
n
t
a
l
a
c
t
i
v
i
t
i
e
s
3,
6
4
1
,
6
9
2
5,
1
1
2
,
0
9
8
6,
2
5
2
,
5
0
0
8,
2
5
8
,
5
9
0
8,456,365
Bu
s
i
n
e
s
s
-
t
yp
e
a
c
t
i
v
i
t
i
e
s
:
In
v
e
s
t
m
e
n
t
e
a
r
n
i
n
gs
2,
4
1
6
2
5
,
6
0
4
4
6
,
1
5
8
3
2
,
1
0
3
7
,
8
5
8
Mi
s
c
e
l
l
a
n
e
o
u
s
-
5
6
,
0
2
5
3
6
,
9
3
6
4
4
,
0
7
1
7
7
,
2
6
6
Tr
a
n
s
f
e
r
s
71
,
8
5
7
)
(
45
,
3
1
9
)
(
33
,
9
7
6
)
(
22
0
,
8
1
9
)
(
61,321)(
To
t
a
l
b
u
s
i
n
e
s
s
-
t
yp
e
a
c
t
i
v
i
t
i
e
s
69
,
4
4
1
)
(
36
,
3
1
0
49
,
1
1
8
14
4
,
6
4
5
)
(
23,803
To
t
a
l
pri
m
a
r
y gov
e
r
n
m
e
n
t
3,
5
7
2
,
2
5
1
5,
1
4
8
,
4
0
8
6,
3
0
1
,
6
1
8
8,
1
1
3
,
9
4
5
8,480,168
CH
A
N
G
E
I
N
N
E
T
A
S
S
E
T
S
Go
v
e
r
n
m
e
n
t
a
l
a
c
t
i
v
i
t
i
e
s
9
2
1
,
8
3
5
)
(
4,
0
0
8
,
9
8
4
1
,
0
6
9
,
6
6
9
1
,
0
8
3
,
3
3
3
2
,
8
8
9
,
1
7
7
Bu
s
i
n
e
s
s
-
t
yp
e
a
c
t
i
v
i
t
i
e
s
13
5
,
7
0
5
23
9
,
6
3
0
)
(
50
0
,
3
1
4
)
(
36
0
,
2
6
9
)
(
325,841)(
To
t
a
l
pri
m
a
r
y gov
e
r
n
m
e
n
t
78
6
,
1
3
0
)
$(
3,
7
6
9
,
3
5
4
$
56
9
,
3
5
5
$
72
3
,
0
6
4
$
2,563,336$
Not
e
:
T
h
e
T
o
w
n
b
e
gan
t
o
r
e
por
t
a
c
c
r
u
a
l
i
n
f
o
r
m
a
t
i
o
n
w
h
e
n
i
t
i
m
ple
m
e
n
t
e
d
G
A
S
B
S
t
a
t
e
m
e
n
t
3
4
i
n
f
i
s
c
a
l
yea
r
2
0
0
4
.
So
u
r
c
e
:
A
n
n
u
a
l
f
i
n
a
n
c
i
a
l
r
e
por
t
s
(Concluded)
Fi
s
c
a
l
Y
e
a
r
77
Table 3
20
0
0
2
0
0
1
2
0
0
2
2
0
0
3
2
0
0
4
2
0
0
5
2
0
0
6
2
0
0
7
2
0
0
8
2
0
0
9
Ge
n
e
r
a
l
f
u
n
d
Re
s
e
r
v
e
d
-
$
-
$
-
$
-
$
3
2
9
,
6
0
8
$
13
1
,
6
5
7
$
43
4
,
3
7
5
$
563,176$ 303,639$ 193,105$
Un
r
e
s
e
r
v
e
d
1,
9
0
7
,
0
2
1 2
,
0
0
6
,
3
4
8 1
,
7
0
0
,
0
2
5
1
,
6
0
8
,
2
4
8 6
7
0
,
4
6
5
8
0
5
,
7
6
9
2
,
8
5
0
,
7
8
9 2
,
5
3
3
,
1
2
3 2,503,099 2,532,207
To
t
a
l
g
e
n
e
r
a
l
f
u
n
d
1,
9
0
7
,
0
2
1
$ 2
,
0
0
6
,
3
4
8
$
1
,
7
0
0
,
0
2
5
$
1
,
6
0
8
,
2
4
8
$
1
,
0
0
0
,
0
7
3
$
9
3
7
,
4
2
6
$
3
,
2
8
5
,
1
6
4
$
3
,
0
9
6
,
2
9
9
$
2,806,738$ 2,725,312$
Al
l
o
t
h
e
r
g
o
v
e
r
n
m
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Ca
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102,376 3,233,471 323,009
Un
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:
Sp
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1,666,371 1,933,564
To
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$
6,427,566$ 3,513,527$
No
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4
B
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.
So
u
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:
A
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GO
V
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N
M
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T
A
L
F
U
N
D
S
78
Table 4
20
0
0
2
0
0
1
2
0
0
2
2
0
0
3
2
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0
4
2
0
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8
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4,783,522$ 4,804,448$
Li
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4
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7
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8
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9
70
0
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3
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3
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80
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1,108,083 860,697
Fi
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t
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s
7,
8
6
7
40
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5
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0
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7
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554,376 523,515
St
a
t
e
p
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g
r
a
m
r
e
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u
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s
53
,
3
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3
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3
2,673,680 3,163,129
Fe
d
e
r
a
l
p
r
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g
r
a
m
r
e
v
e
n
u
e
s
31
1
,
2
9
8
46
2
,
3
1
5
28
5
,
3
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2
75
,
6
6
2
49
,
2
0
0
75,207 56,134
In
v
e
s
t
m
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n
t
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a
r
n
i
n
g
s
34
9
,
3
2
1
34
3
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1
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7
35
1
,
2
4
3
15
1
,
5
9
1
33
,
1
8
0
41
,
7
8
6
98
,
8
2
4
26
1
,
6
2
2
188,459 61,224
Co
n
t
r
i
b
u
t
i
o
n
s
1,
2
8
6
,
6
1
1
1,
3
2
4
,
2
6
4
4,
9
6
4
,
0
8
5
1,
0
7
9
,
7
6
8
1,048,308 1,264,262
Ot
h
e
r
r
e
v
e
n
u
e
s
10
2
,
3
8
0
1
,
4
7
5
2
3
3
,
6
7
5
1
6
,
0
9
9
1
8
4
,
2
2
1
2
9
2
,
6
9
0
5
4
7
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1
8
4
5
5
2
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5
7
9
607,812 673,400
To
t
a
l
r
e
v
e
n
u
e
s
4,
0
2
4
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0
3
5
3
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3
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4
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3
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9
3
7
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4
5
1
1
1
,
8
0
6
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7
7
8 9
,
1
1
2
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1
8
11,039,447 11,406,809
EX
P
E
N
D
I
T
U
R
E
S
G
e
n
e
r
a
l
g
o
v
e
r
n
m
e
n
t
1,
8
3
4
,
7
4
1
85
7
,
2
1
7
1,
5
9
2
,
5
9
7
1,
0
8
7
,
3
6
8
1,
7
2
5
,
2
1
1
2,
2
4
3
,
1
6
2
2,
5
4
2
,
2
9
5
1,
3
8
5
,
4
9
2
1,516,346 1,519,600
P
u
b
l
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c
s
a
f
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t
y
-
4
0
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1,
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5
4
,
1
1
5
1,
6
2
7
,
6
4
1
1,
6
6
5
,
8
7
9
1,731,317 1,890,469
C
u
l
t
u
r
a
l
a
n
d
r
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c
r
e
a
t
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5,
9
6
7
10
,
4
7
2
14
,
0
4
3
9,
0
9
9
96
,
6
1
7
91
,
4
4
4
86
,
5
6
0
129,641 115,770
E
c
o
n
o
m
i
c
d
e
v
e
l
o
p
m
e
n
t
-
6
6
1
,
0
7
7
1,
0
9
3
,
6
7
3
56
,
8
3
2
53
,
0
0
6
35
,
7
5
8
35
,
7
5
9
14
1
,
1
9
7
495,071 229,907
P
u
b
l
i
c
w
o
r
k
s
-
-
-
6
8
,
9
7
9
12
5
,
4
9
9
11
2
,
7
6
4
43
4
,
7
1
6
27
6
,
7
8
9
846,604 841,822
P
r
o
t
e
c
t
i
v
e
i
n
s
p
e
c
t
i
o
n
-
-
-
1
8
7
,
9
2
2
80
,
9
3
5
-
-
-
- -
V
i
s
i
t
o
r
s
e
r
v
i
c
e
s
-
-
-
1
3
1
,
3
9
5
17
2
,
5
4
2
44
8
,
6
0
4
39
3
,
1
1
5
22
6
,
9
9
2
312,777 341,270
E
d
u
c
a
t
i
o
n
-
-
-
1
5
6
,
8
7
0
1,
3
6
8
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1
1
3
1,
8
7
7
,
3
9
8
2,
2
4
9
,
9
9
8
2,
6
7
2
,
6
9
8
3,305,220 3,722,705
De
b
t
se
r
v
i
c
e
Pr
i
n
c
i
p
a
l
-
-
-
1
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4
7
5
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4
0
0
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0
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395,000 593,937
In
t
e
r
e
s
t
-
-
78
,
0
1
2
83
6
,
5
3
3
98
6
,
5
3
4
1,
0
2
8
,
1
0
4
1,
0
2
8
,
6
3
4
1,
2
4
0
,
9
5
0
923,944 990,641
Bo
n
d
i
s
s
u
a
n
c
e
c
o
s
t
-
-
-
-
-
-
-
-
3
3
,
0
0
0
-
C
a
p
i
t
a
l
o
u
t
l
a
y
-
1
7
4
,
9
5
9
1
,
3
4
4
,
1
3
7
1
4
,
0
9
6
,
5
3
3 2
,
9
1
7
,
1
8
5
2
6
3
,
6
8
1
3
7
1
,
8
6
0
8
3
6
,
7
8
7
463,918 4,335,114
To
t
a
l
e
x
p
e
n
d
i
t
u
r
e
s
1,
8
3
4
,
7
4
1
2
,
1
0
8
,
7
3
2
5
,
1
2
6
,
4
8
0
1
9
,
3
9
3
,
9
8
7 8
,
9
8
5
,
9
8
1
7
,
6
6
0
,
2
0
3
9
,
1
2
5
,
4
6
2
9
,
0
0
3
,
3
4
4
10,152,838 14,581,235
EX
C
E
S
S
(
D
E
F
I
C
I
E
N
C
Y
)
OF
R
E
V
E
N
U
E
S
O
V
E
R
(U
N
D
E
R
)
E
X
P
E
N
D
I
T
U
R
E
S
2,
1
8
9
,
2
9
4
$
1
,
5
9
9
,
9
0
1
$
2
,
0
2
2
,
6
3
3
)
$(
1
5
,
9
3
0
,
8
4
9
)
$(
2
,
8
8
4
,
3
8
8
)
$(
6
2
9
,
7
5
2
)
$(
2
,
6
8
1
,
3
1
6
$
1
0
9
,
3
7
4
$
886,609$ 3,174,426)$( (Continued)
Fi
s
c
a
l
Y
e
a
r
TO
W
N
O
F
W
E
S
T
L
A
K
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,
T
E
X
A
S
CH
A
N
G
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S
I
N
F
U
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B
A
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A
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,
G
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N
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A
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F
U
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D
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LA
S
T
T
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N
F
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C
A
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A
R
S
(M
o
d
i
f
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d
A
c
c
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a
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B
a
s
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s
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A
c
c
o
u
n
t
i
n
g
-
u
n
a
u
d
i
t
e
d
)
79
Table 4
20
0
0
2
0
0
1
2
0
0
2
2
0
0
3
2
0
0
4
2
0
0
5
2
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6
2
0
0
7
2
0
0
8
2
0
0
9
Fi
s
c
a
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TO
W
N
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W
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S
T
L
A
K
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T
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X
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CH
A
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LA
S
T
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F
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C
A
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S
(M
o
d
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f
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d
A
c
c
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a
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(
U
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)
:
Pr
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Table 5
NAICS Industry Type 2006200720082009
11Agriculture, Forestry, Fishing and Hunting 31$ 67$ 54$ 210$
21Mining 2,321 - 1,012 20
22Utilities 463,222 212,336 194,359 185,819
23Construction 81,542 200,791 635,134 411,718
31-33Manufacturing 1,120,328 360,010 186,128 95,395
42Wholesale Trade 248,702 284,082 178,003 72,034
44-45Retail 408,556 253,293 493,309 445,839
48-49Transportation and Warehousing 63 491 - 2,784
51Information 538,210 223,672 246,591 355,603
52Financial and Insurance 10,162 343,446 120,187 64,994
53Real Estate and Rental and Leasing 178,047 204,398 102,515 123,191
54Professional, Scientific, and Technical Services 111,746 452,018 180,288 156,385
56Admin and Support and Waste Mgmt & Remediation Srv245,562 45,809 105,811 15,102
61Education Services 895 317 85 2,984
62Health Care and Social Assistance 10 - 109 -
71Arts, Entertainment and Recreation 49,474 224,101 177,446 175,517
72Accommodation and Food Services 34,021 57,084 65,779 54,416
81Other Services (except Public Administration)130,476 130,392 32,621 1,490
92Public Administration 170 - - -
3,623,538$ 2,992,308$ 2,719,431$ 2,163,501$
Town direct sales tax rate 2.00% 2.00% 2.00% 2.00%
Note:Information on sales tax by NAICS was not available prior to 2006. Comparison will be made to the prior
year until ten-year prior comparison can be made.
Due to confidentiality issues, the names of the ten largest revenue payers are not available. The categories
presented are intended to provide alternative information regarding the sources of the Town's sales
tax revenue.
Source:Texas State Comptroller reports
Fiscal Year
TOWN OF WESTLAKE, TEXAS
TAXABLE SALES BY INDUSTRY TYPE
LAST FOUR FISCAL YEARS
(Unaudited)
81
Table 6
Percentage
GeneralCertificatesof Actual
FiscalObligationofTaxablePer
YearBondsObligationTotalSalesCapita
2002-$ 12,400,000$ 12,400,000$ 21.00% 28942,907$
2003- 18,810,000 18,810,000 15.77% 30362,079
2004 - 18,810,000 18,810,000 21.31% 32857,348
2005 - 18,810,000 18,810,000 18.91% 35552,986
2006 - 18,460,000 18,460,000 10.19% 69826,447
2007 7,365,000 11,755,000 19,120,000 13.05% 70327,198
2008 9,850,000 11,375,000 21,225,000 11.82% 78527,038
2009 9,735,000 10,975,000 20,710,000 11.30% 78526,382
Note:Details regarding the Town's outstanding debt can be found in the notes to the financial statements.
There was no debt issued until fiscal year 2002.
See Table 8 for population data.
General Bonded Debt Outstanding
TOWN OF WESTLAKE, TEXAS
RATIOS OF GENERAL BONDED DEBT OUTSTANDING
LAST EIGHT FISCAL YEARS
82
Table 7
Business-Type
Activities
GeneralCertificates TotalPercentage
FiscalObligationofCapitalOtherOtherPrimaryof PersonalPer
YearBondsObligationLeasesObligationsObligationsGovernmentIncomeCapita
2000-$ -$ -$ -$ 4,679,944$ 4,679,944$ 54%22,608$
2001- - - - 6,145,944 6,145,944 55%24,102
2002- 12,400,000 - 373,230 6,113,904 18,887,134 146%65,353
2003- 18,810,000 - 287,417 6,100,577 25,197,994 180%83,162
2004- 18,810,000 - 303,943 6,027,387 25,141,330 161%76,650
2005- 18,810,000 - 285,662 5,980,921 25,076,583 144%70,638
2006- 18,460,000 - 266,329 5,878,381 24,604,710 70%35,250
20077,365,000 11,755,000 24,993 245,885 5,822,299 25,213,177 69%35,865
20089,850,000 11,375,000 16,662 240,927 5,763,022 27,245,611 65%34,708
20099,735,000 10,975,000 8,331 201,402 5,734,192 26,653,925 62%33,954
Note:
See Table 8 for personal income and population data.
Details regarding the Town's outstanding debt can be found in the notes to the financial statements. No debt was
issued until fiscal year 2000.
TOWN OF WESTLAKE, TEXAS
(Unaudited)
Governmental Activities
RATIOS OF OUTSTANDING DEBT BY TYPE
LAST TEN FISCAL YEARS
83
Table 8
Per CapitaTarrant County
CalendarEstimatedPersonalPersonalUnemployment
YearPopulationIncomeIncomeRate
20002078,743,059$ 42,237$ 3.6%
200125511,093,548 43,504 4.5%
200228912,949,868 44,809 6.1%
200330313,984,514 46,154 6.3%
200432815,592,502 47,538 5.6%
200535517,382,312 48,964 5.1%
200669835,202,364 50,433 5.0%
2007 703 36,518,166 51,946 4.5%
2008 785 42,001,086 53,505 5.2%
2009 785 43,261,118 55,110 7.7%
Sources:
Note:Due to the size of the Town, per capita personal income was not available except for information taken
from the 2000 census. Estimates have been made based on a 3% annual increase in cost of living.
Tarrant County Unemployment Rate information taken from Texas Workforce Commission.
Population for 2000 is from the 2000 census. The Town took over the utilility billing in 2004 and
estimated the population by using number of residential water accounts and assuming a 2.5 average
household size. Fiscal Years 2001 through 2003 are estimated.
TOWN OF WESTLAKE, TEXAS
DEMOGRAPHIC AND ECONOMIC STATISTICS
LAST TEN FISCAL YEARS
(Unaudited)
84
Table 9
Percentage
of Estimated
Total Town
EmployerEmployeesEmployment
Fidelity Investments2,477 35.96%
First American Real Estate Solutions2,000 29.03%
Wells Fargo500 7.26%
Chrysler Financial850 12.34%
McKesson Corporation204 2.96%
Marriott Solana Hotel131 1.90%
Walco International150 2.18%
Vaquero Club123 1.79%
Levi Strauss83 1.20%
Town of Westlake/Westlake Academy83 1.20%
Solana Club50 0.73%
Pfizer, Inc.50 0.73%
Total6,651 97%
Note: Information on the Principal Employers from 1999 is not available. Information will be accumulated over the
next ten years until a ten-year prior comparison can be made.
Source: Maguire Partner's tenant records and contact with employers of the Town
TOWN OF WESTLAKE, TEXAS
PRINCIPAL EMPLOYERS
CURRENT FISCAL YEAR
2009
(Unaudited)
85
Table 10
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Table 11
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225208266
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9613215
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87
Table 12
Fu
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c
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P
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o
g
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20
0
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2
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Fi
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t
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-
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k
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38,303 43,703 49,103
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s
-
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53
58
91
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95
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Wa
t
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t
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s
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)
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5
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59,200 64,600 70,000
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r
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a
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t
s
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y M
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35,000 39,300 39,300
Ma
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s
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250 267 284
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ghw
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ys
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r
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ght
s
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a
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s
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2
2
2
2
2
2
Pa
r
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13
.
5
1
3
.
5
1
3
.
5
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3
.
5
1
3
.
5
1
3
.
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.
5
2
5
.
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.
0
Pl
a
yg
ro
u
n
d
s
-
-
22
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2
2
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o
t
b
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l
l
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l
d
-
-
-
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-
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-
- 11
So
u
r
c
e
:
V
a
r
i
o
u
s
T
o
w
n
d
e
p
a
r
t
m
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n
t
s
Not
e
:
N
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c
a
p
i
t
a
l
a
s
s
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t
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n
d
i
c
a
t
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f
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n
a
u
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LA
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C
A
L
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A
R
S
88
COMPLIANCE SECTION
REPORT ON INTERNAL CONTROL OVER FINANCIAL REPORTING AND ON
COMPLIANCE AND OTHER MATTERS BASED ON AN AUDIT OF FINANCIAL
STATEMENTS PERFORMED IN ACCORDANCE WITH
GOVERNMENT AUDITING STANDARDS
Town Council
Town of Westlake, Texas
3 Village Circle, Suite 202
Westlake, Texas 76262
Members of the Council:
We have audited the financial statements of the governmental activities, the business-type
activities, each major fund, and the aggregate remaining fund information of the Town of Westlake,
Texas, (the “Town”) as of and for the year ended September 30, 2009, which collectively comprise the
Town’s basic financial statements and have issued our report thereon dated March 10, 2010. We
conducted our audit in accordance with auditing standards generally accepted in the United States of
America and the standards applicable to financial audits contained in Government Auditing Standards,
issued by the Comptroller General of the United States.
Internal Control Over Financial Reporting
In planning and performing our audit, we considered the Town’s internal control over financial
reporting as a basis for designing our auditing procedures for the purpose of expressing our opinions on
the financial statements, but not for the purpose of expressing an opinion on the effectiveness of the
Town’s internal control over financial reporting. Accordingly, we do not express an opinion on the
effectiveness of the Town’s internal control over financial reporting.
A control deficiency exists when the design or operation of a control does not allow management
or employees, in the normal course of performing their assigned functions, to prevent or detect
misstatements on a timely basis. A significant deficiency is a control deficiency, or combination of
control deficiencies, that adversely affects the Town’s ability to initiate, authorize, record, process, or
report financial data reliably in accordance with generally accepted accounting principles such that there
is more than a remote likelihood that a misstatement of the Town’s financial statements that is more than
inconsequential will not be prevented or detected by the Town’s internal control.
A material weakness is a significant deficiency, or combination of significant deficiencies, that
results in more than a remote likelihood that a material misstatement of the financial statements will not
be prevented or detected by the Town’s internal control.
89
115 SOUTH CHURCH STREET g HILLSBORO, TX 76645 g (254) 582-2583 g FAX: (254) 582-5731 g www.pbhcpa.com
AFFILIATE OFFICES: BROWNSVILLE, TX (956) 544-7778 g TEMPLE, TX (254) 791-3460 g WACO, TX (254) 772-4901
WHITNEY, TX (254) 694-4600g ALBUQUERQUE, NM (505) 266-5904
Memo
Town of Westlake
To: Honorable Mayor and Members of the Town Council
From: Tom Brymer, Town Manager / CEO of Westlake Academy
Amanda DeGan, Municipal Court Director / Special Projects Coordinator
Subject: Regular meeting of March 22, 2010
Date: March 08, 2010
ITEM
Consideration of an Ordinance amending the Code of Ordinances, Chapter 30, Courts,
Sec. 30-37, Driving Safety fees.
VISION POINT AND KEY RESULT AREAS
This item supports the following Vision Point and Key Result Areas:
We are Leaders
o High Quality Services Delivery Coupled with Financial Stewardship
The ordinance which established the Westlake Municipal Court provides for the
assessment of a driver safety fee at a static amount of $10.00. This administrative fee is
collected when a person makes a request to take a defensive driving class for the
dismissal of a moving violation. T he Court staff collects the taxes associated with the
offense along with the $10 administrative fee. The fee is retained by the Town.
BACKGROUND
Recently, the state taxes were raised on Class C Misdemeanors, which in our case totaled
an increase of ten cents (.10). Staff is recommending that the ordinance be amended to
reflect an administrative fee for defensive driving of $9.90.
This would allow the Staff to eliminate the collection of the additional .10 , which if
pursued, would require the reprinting of the information sheets and citation books. The
amount we would expend in reprinting the documents would far outweigh the
approximately $5 0.00 we would expect to receive from collecting the current amount.
FUNDING
Not applicable.
RECOMMENDATIONS
Approve the amendment to Ordinance No. 401.
ATTACHMENTS:
Ordinance No. 10 - _______
6. CONSIDERATION OF ORDINANCE 635 AMENDING THE CODE OF
ORDINANCE CHAPTER 30, COURTS, SEC. 30-37, DRIVING
SAFETY FEES.
Town of Westlake
Item # 6 –
Back up material has not
been provided for this item.
FUTURE AGENDA ITEMS: Any Council member may request at a workshop and / or
Council meeting, under “Future Agenda Item Requests”, an agenda item for a future
Council meeting. The Council Member making the request will contact the Town Manager
with the requested item and the Town Manager will list it on the agenda. At the meeting,
the requesting Council Member will explain the item, the need for Council discussion of
the item, the item’s relationship to the Council’s strategic priorities, and the amount of
estimated staff time necessary to prepare for Council discussion. If the requesting Council
Member receives a second, the Town Manager will place the item on the Council agenda
calendar allowing for adequate time for staff preparation on the agenda item.
None
Town of Westlake
Item #7 - Future
Agenda Items
COUNCIL CALENDAR
- TML Region 8 Meeting
March 25, 2010
Town of Trophy Club - 6:00 pm
- Town Council Meeting
April 19, 2010
- Bandana Bonanza
May 1, 2010
- Election Day
May 8, 2010
- New Council orientation
May 12, 2010-
- After election strategic planning retreat to preview the municipal budget
(early input), Town financial forecast, and discuss progress and updates to
the strategic plan
May 24, 2010-
- Presentation of FY 10-11 proposed municipal budget in retreat (note: this is
a Friday and would be from 9:00am-1:00pm)
Aug. 13, 2010
- Westlake Academy Graduation
May 23, 2010
- Decoration Day
May 31, 2010
- Council adoption of FY 10-11 municipal budget
Sept. 27, 2010
Town of Westlake
Item # 8 –
Council Calendar
EXECUTIVE SESSION
The Council will conduct a closed session pursuant to Texas Government Code,
annotated, Chapter 551, Subchapter D for the following:
a. Sec. 551.074(a)(1) PERSONNEL MATTERS - to deliberate the appointment,
employment, evaluation, reassignment, duties, of a public officer or employee:
Town Manager
Town of Westlake
Item # 9 –
Executive Session
Town of Westlake
Item # 10 –
Reconvene Meeting
EXECUTIVE SESSION
The Council will conduct a closed session pursuant to Texas Government Code,
annotated, Chapter 551, Subchapter D for the following:
a. Sec. 551.074(a)(1) PERSONNEL MATTERS - to deliberate the appointment,
employment, evaluation, reassignment, duties, of a public officer or employee:
Town Manager
Town of Westlake
Item # 11 – Take any
Necessary Action, if
necessary
Town of Westlake
Item # 12 –
Adjournment
Back up material has not
been provided for this item.